Recruited to carry out a transformation of sales of the two key brands. I led the UK Sales Operation (£260M), with a team of 180 heads. Responsible for the review of the key areas of development and transformation, building a plan to return the UK to growth, and the development of a new Senior Leadership team of Sales Directors.KEY ACHIEVEMENTS ► Delivered a new sales structure, delivering early growth in key areas. Recruited a new leadership team comprising of 4 Sales Directors. ► Created a new Value Proposition for the business. This opened up new relationships with suppliers to support the sales team in driving new business, joint activity, and sales, to drive pipeline development. Multi-million-pound opportunities were created. ► Created a new process for reviewing unprofitable contracts which resulted in a greater understanding of the real cost and value of a customer, meaning accounts worth >£5 million would be retained and become more profitable. ► Refocused sales team on building new business in the mid-market area which would increase profitability without investment. ► Helped build a proposition for the introduction of CRM – new forecasting, incentive, and targeting schemes. This will result in >20% increase in customer satisfaction while reducing administration costs internally by at least 15%.

Joined BTB to run the Scotland, North, & Midlands sales division (£200m). Promoted after a year to run the whole of the UK field division (£450m). In February 2014 promoted to run all Direct Sales for BTB. I was responsible for the maintenance of revenues of £760M through sales, service & relationship management. KEY ACHIEVEMENTS► Led, motivated & drove performance of 4 Sales Directors & 210 staff resulting in 20% growth of order intake. ► Delivered strategy to transform direct business from high volume transactional desk based sales, through to high value, complex multi-million-pound deals.► Ensured operational efficiency in a highly complex collaborative environment across matrices.► Step change in front line sales performance. Analysis of the customer base and subsequent targeting of resources achieved 20% growth on order intake achieving hundreds of millions.► Comprehensive understanding of the complex customer base to introduce customer led sales structure which delivered significant shifts in performance in all key areas. Mid-market sales were at Year on Year -9% revenue, achieved flat at the end of the first year, with growth set to deliver the following year. Major new business opportunities delivered >£100M in the pipeline. ► Revenue had been static for several years, so I set vision & direction of a transformation project to deliver sustainable revenue & profit growth. 5% revenue growth delivered. ► Built new markets for the IT service portfolio, introduced a plan to tackle cultural & organisational difficulties. Growth of 60% achieved.► Introduced new financial processes & controls, reducing churn by 3%. ► Led change from a directive to a coaching culture, with top quartile employee satisfaction scores.► Instigated a new University strategy delivering substantial double-digit growth over 3 years. ► Delivered operational efficiency, achieving results alongside a 25% reduction in headcount. Established personal brand of not thinking like BT!

Lead the Field Account Management function for BT Business. 120 staff.► Achieved 2% growth in first year, despite coming from a negative position. Refocused the team on delivery and personal responsibility. ► Set vision and direction of a transformation project to redefine the role of Account Management to achieve a radically different outcome. Launched Q1 2015 calendar year. ► Delivered growth in IT services. ITS plan being delivered despite cultural and organisational difficulties to take this growth to the next level. Growth of 60% achieved► Reduced Churn by 3%. Achieved by introducing new financial metrics, annuity targeting and measuring, weekly and monthly commits in sales and forecasting. ► Led change from directive to coaching culture. As a result some of the highest employee satisfaction scores in the whole of BT.► Transformation of the AM Management Team. All managers more focused around planning and good practice. Introduced charters for AM’s and Management, new score cards and optics, planning and development. ► Universities taken over from April 2013, growth in first year outstripping expectation at 26% up. Second year continued double digit growth. ► Established personal brand of not thinking like BT!► Successful mentoring used by various individuals across BTB.

• Fully integrated B2B communications service provider, delivering communication infrastructure and applications solutions. Includes KCOM Hosting, a data centre business, Group Turnover: £412.8m. I was promoted to this position in 2007 (formerly Sales Director) where I led the Mid-Market Division, with a turnover of £150M. I was responsible for Direct Field and Desk based sales and the Channel selling through partners.KEY ACHIEVEMENTS ► Management Board for Kingston Communications £250M business.► Led, motivated and drove performance of 3 Sales Directors, 90 sales and technical staff resulting in double-digit growth. ► Delivered lead generation and promotion through the marketing team.► Exec sponsor of KCOM Hosting Business.

Originally appointed to lead the Kingston Communications Regional Mid-Market sales team. Divisional Turnover: £30mKEY ACHIEVEMENTS► Led the development of a complete cross functional strategy delivering double digit growth on order intake of c. £150M & increased levels of customer satisfaction fuelling further growth. ► Transformation of the company from selling primarily voice services to a static customer base, to one exploiting the growing data services market with 100% year-on-year growth.► Through the effective deployment of sales resource & marketing capability, quadrupled the business pipeline, doubled average deal size & increased lead generation by 50%. Generating incremental revenues of in excess of £12M pa. ► Refreshed a strategic partnership with Nortel, which resulted in an incremental £1.5M revenue & nominated for European Nortel SMB partner of the year.► Delivered double digit growth in the hosting/data centre business. ► Led the Partner Sales team which demonstrated ongoing growth of c.12% billed margin.► Managed substantial change in the business during tenure which included the integration of Mistral Internet – a business with a contrasting culture and operational style; and the shift to selling data, which had major repercussions for roles, responsibilities and core process. Most significantly I facilitated and helped to commercialise the ground-breaking partnership with BT – ‘Horizon’ which entailed the transition of KCOM’s network to BT. Created and launched a new data product – BT.net – which grew from £0 to £1m in the first year.► Established a comprehensive Leadership Development Programme as part of the Mid-Market Plan, which identified and equipped the junior management team with key skills, including coaching, mentoring, and planned career moves to realise potential within the organisation.► Key driver of the successful culture change programme ‘Way of Working’ (‘WOW’), which transformed communications, processes, and quality.

European ISP backed by Morgan Stanley Dean Witter. Turnover: €50M. I was headhunted to lead the development of the sales organisation from SME/consumer base to a business/corporate client base.KEY ACHIEVEMENTS► Instigated and delivered new strategy which delivered an increase of 265% year on year in the sales of outsourced managed solutions.► Increased gross margin by 62% via the implementation of a new targeting and commission structure.► Improved margins from 36% to 53% by driving a full training plan, professionalising the sales team and imbuing a solution led approach.

UK wide Telecommunications and Internet provider; including Demon Internet. Appointed with responsibility for £80M revenue across data, internet, and voice products with responsibility for 150 team members.KEY ACHIEVEMENTS► Personally responsible for a 70% increase in Demon Internet business sales.► Delivered an increase in new business sales of 100%+.► Drove an increase in channel sales from £4m to £12m in one year.► Led a successful cross-selling initiative across the portfolio.► Maintained the highest revenue per head alongside the lowest cost per head through an effective, lean structure throughout the UK and the Netherlands.

Largest wholly owned UK distributor of PCs and related products with a turnover of £300M.