Residents' Management Company serves leaseholders of a prestigious residential estate of 190 flats in London. The aim is to maintain and enhance the estate's value.• Oversee managing agents, planned preventative maintenance projects, upkeep and maintenance. Develop financial plans, engage residents to foster community involvement and satisfaction, and ensure compliance with statutory requirements.

Independent Consultant and Fractional/Interim Executive enhancing operational performance, facilitating post-acquisition integration and strategic project execution for SMEs in PE-owned manufacturing, commercial services, and insurance broking sectors. Citizen of the United States and the United Kingdom, with the ability to work in both countries.

As Non-Executive Chairman, provide strategic guidance and partner with the CEO to drive initiatives to improve operational performance, improve cost structure, and expand with new markets and customers.

Provide strategic guidance, oversight, and support to the COO and management team. Support development and implementation of strategic plan. Monitor company financial and operational performance. Act as mentor and advisor, regularly discussing company's progress and challenges.

A PE-backed Inflight Caterer serving the largest passenger and cargo airlines out of Los Angeles, Indianapolis, and Memphis. Responsible for all aspects, including P&L, operations, business development, compliance, and support functions. Recognized as the top operational hub in the network by the top 3 airline clients.

Led the development of the Finance Transformation roadmap, implementation plan, and business case for an insurance broker formed from 300 acquisitions to eliminate duplication, create scale, and improve management control.

NED for a start-up consulting firm specialising in managing data for talent integration in large-scale mergers of equals. Provided input to development of proprietary software platform that visualises and analyses organisations, enabling clients to track organisational changes and make informed decisions about talent integration.

Led post-integration activities for insurance broker during rapid growth, standardised integration process to accelerate M&A cycle and improve visibility, and integrated several multi-million-dollar acquisitions over 18 months.Guided transformation of Finance operations to consolidate resources from 8 sites to 2, leading employee consultation to rationalise staff costs by 40%+ and consolidate 120+ roles in UK and India in 10 months.Launched integration of Canadian broker with 650 staff across 28 sites; introduced shared service centres for Finance, IT and HR and launched streamlined operating model for small transactions and standard broker management system.

Embedded resource supporting C-suite teams, executing business change and transformation programmes, implementing operational strategy, restructuring, and operational effectiveness. Responsible for leading the engagement team, achieving client success, and developing additional business. Representative accomplishments:- Led operational turnaround for ceramic tile manufacturer. Developed and implemented improvement roadmap including a new leadership team, process standards and controls, new machinery and maintenance planning system, spare parts, and products re-designed for manufacturability. The result was a return to profitability and a 20% increase in output.- Optimised product portfolio of FMCG contract manufacturer. Categorised products by profit and differentiation and estimated financial impact of culling products. For remaining products, investigated potential to harmonise specifications and materials. Led to dropping of whole categories and reorganisation by geography.

For €2.4 billion provider of entertainment video services and home networking devices, worked with Business Units and Functions to improve time to market and cost competitiveness. Results included restructuring HR and a new product development roadmap for the set-top box business.

Led consulting engagements to develop and implement operational strategy and restructure to improve productivity and growth. Representative accomplishments:- Executed complex statistical analysis of 1M+ transactions for commercial washroom services client wanting to increase customer retention to diagnose root cause of high attrition; created financial models to support investment to improve retention and grow profitability. Developed and launched call centre and service delivery projects, reducing attrition by over 30%.- Led a carved-out of ferry operation from a cruise line ahead of a merger, acting as interim COO.- Developed activity-based costing model for pigment manufacturer to enable more significant profit and pricing insight and improved business decision-making.- Organisation restructuring for an aero-engine manufacturer to streamline decision-making while realising a 5% reduction in staffing.

Customer contact/call centre operator, with 1300 employees and 2 sites. Introduced Lean Six Sigma and initiatives to improve sales per call and agent retention.

For $600 million building insulation division in $28 billion company, responsible for strategic planning, budgeting, financial analysis, and accounting. Implemented monthly financial performance reporting to drive improvement.

Lean operational process expert and on-site leader with multiple manufacturing and commercial services clients. Developed, modelled, and implemented lean processes that improved productivity by up to 20%—restructured organisations to optimise costs, resulting in up to 15% savings.

Developed manufacturing strategy for network of three large factories producing $1.1 billion in revenues, including target manufacturing capacity, performance improvement targets, and launching projects to achieve targets.

Managed a factory/distribution centre with 40 employees that served European markets. Responsible for production, maintenance, quality, cost, and procurement.

Responsible for designing, building, modernising and start-up of FMCG processing and packaging lines and facilities for operations producing $1 billion in goods annually. Accomplishments included a new Plastic Injection Moulding operation producing 1 billion parts per year and a new UK factory.

Summer intern for 3 years supporting the Director of Construction and Manager of Engineering. Created mechanical drawings to support construction and engineering projects.