Various independent consultancy roles for a number of organisations in the Social Care and Security sectors.

Interim / Consultant role to stabalise a Division. Full responsibility for 39 nursing and care homes with a staffing establishment of approximately 4000 and a turnover in excess of £115m.

Full responsibility for the South Region consisting of 29 Care Homes and 200+ Housing Locations (both rental and leasehold) with approximately 3000 staff (T/O approx £76m).

To provide international standard evidencing for personal injury claims, I created a professional clinical network across the UK which provided comprehensive and accurate diagnosis leading to precise prognosis and treatment through robust and legally defensible reporting. This was a temporary role helping a friend.

• Restructured the business by creating a sustainable infrastructure to enable future growth, improving service and commercialisation of both the business proposition and the management team. • Improved service quality ratings by 30% through rationalisation of the operations, halving the regions to 4 and creating a new intermediate tier of Locality Managers which was cost neutral. Trained and mentored the Regional Directors in new management processes and developed and initiated a cascading motivational process for on-going learning to 120 Service Managers and 1,400 support staff. • The successful outcome of the Operations restructure led to a remit from the Board to reorganise the HR, Sales & Marketing, Training and Quality Departments, harmonising them with the improved operational structure and introducing a new results monitoring and review processes.• Grew occupancy levels by 8%, whilst maintaining profitability despite substantial government funding reductions. • Generated a £1m+ p.a. saving through the entire restructure, delivered straight to the bottom line. Now commercially aware, the Service Management team embraced a positive cultural change, raising service quality ratings by 30% from 66% Good/Excellent to 92%+.

• Responsible for the development of the security operations portfolio and tasked with restructuring the Commercial Department. Carried out a detailed analysis of the existing structure, designing and implementing a full re-organisation resulting in significant revenue growth. Increased both margins by over 5% and revenue by 100%.• Re-organised the operational structure of the company’s largest account to empower local teams to own the operation, introducing a major cultural change which became their blueprint for future contracts.

• Responsible for overseeing security operations across 28 European countries with over 78,000 staff, ensuring effective regional leadership and management of country infrastructures. • Developed constructive relationships with local senior management teams, advising them on areas of service, profitability and quality improvement. Secured effective management of infrastructure through the training, mentoring and coaching of the Country MDs, implementing structural change where needed.• Brought in to evaluate and address the operational issues of underperforming countries, including Sweden, Norway, France, Germany, Poland, Israel and Ireland leading to the restructure of the subsidiary and, in some instances, replacement of the Country Manager. Responsible for assessing, supporting and training of Country Managers, from top performing to underperforming, reversing any declining revenues/profit and rebuilding those businesses up to forecasted performance levels.• Directed the turnaround of the Polish operation, (the largest security business in Poland) restructuring the cost base and leveraging the European infrastructure, ensuring organisational efficiencies within one year.• Successfully addressed union issues in Sweden, Norway, France, Germany and Poland, helping to change the perspective of both sides and resolve matters to the benefit of the company and the unions.

• Internally headhunted to lead the turnaround of 3 failing (lossmaking) companies that faced potential closure. • Achieved profitability within 18 months through consolidation of the operational structure in order to decrease costs. This in turn led to an increase in revenue through developed sales and marketing functions, simultaneously building strong stakeholder and customer relationships. Won multi-million contract with the Central Bank of Philippines, a joint venture with De La Rue.• Reversed G4S decision to pull out of the country by returning the business to profit within 18 months, building local reputation as a subsidiary of a global player.

• Appointed to turnaround the Security division, covering 30,000 staff across three companies, reversing failing revenue and profit trends and motivating a highly unionised and demoralised workforce. • Initiated and delivered a full review, leading to the restructure of the companies into stronger, more efficient, sustainable platforms. This grew the division from three to seven companies with a 25% staff increase to 40,000 with a leaner more efficient management ratio.• Gained trust and confidence at all levels, building strong relationships with union representatives and securing their collaborative, loyal support of G4S. The Unions started to participate in the tender process, reinforcing client confidence in their ability to deliver, giving G4S a key USP/differentiator from it's competitors.• Increased turnover from £20m to £27m within two years, winning new business and ensuring customer retention by delivering new services to the market. Restored profits from £60k below budget to £116k above budget within 8 months of appointment.

Southern Region 1995-1998 / London Region 1998-2000.• Appointed to restructure the failing London Region and rectify minimal profitability, desperate morale, lacking operational standards and a dissatisfied customer base.• The restructuring delivered a profit improvement of more than 2,000%, from £50k to over £1million, through wide-reaching overhauls affecting areas from Operations to all Support Service functions.• Steered the division’s performance to a position of foremost prominence within Rentokil inside an 18 month period.

Rentokil Initial plc: Operations Director (London Region 1989-1992 / Southern Region 1992-1995)

Zonebaron / NDS Ltd: General Manager

Sussex Police Authority: Police Constable