Mike D. Email & Phone Number

Chester, England, United Kingdom

In January 1999 I set up Catalyst Interiors Limited along with a co-director. This was as a direct result of the imminent sale of my previous company and involved a Management Buy Out of the Facilities Management and Property Development departments of Westminster Healthcare. As Managing Director I am responsible for a team of over 30 employees covering a wide range of skills. The principle areas of operation are:Facilities and Estates ManagementOverview of Facilities Management provided to over 200 client healthcare facilities. This includes tendering of contracts, and subsequent management of the contractor client relationship along with management of the associated budgets.Preparation of capital and maintenance budgets for inclusion in our clients' own annual budgetsEnsuring the facilities continue to comply with registration requirements and building, fire and health & safety regulationsAuditing of homes in terms of building and maintenance issuesClosely monitoring the performance of contractors employed to complete maintenance and minor works at the homeInterior Design & Fit OutDesign & design presentationRecommendation on content, quality, price, and budget.Provision of quotations, budgets, lists of equipment to be supplied.Procurement.Full Project ManagementGeneral Business Management

CIC is a leading not-for-profit service provider and registered charity. CIC was founded in 1988. With the closure of long-stay hospitals, the opportunity arose to provide each individual with care and support based upon the principles of choice, dignity and respect (a precursor to the person-centred approaches they champion now). CIC is the 58th largest charity in the country by income with a turnover in excess of £74 million. CIC supports individuals to live full lives in the community - this includes people with a wide range of needs from:* learning difficulties * physical and/or profound difficulties * mental health concerns* autism * elderly frail* huntingtons * alzheimers and dementia * substance misuse recovery* homelessness * acute brain injury* children/young people in transition * people from service breakdown.The services delivered are according to individual need, but include: * 24 hour support* qualified nursing care* floating support * support into employment/education* shortbreaks and respite* domicillary care* counselling.A new 5 year strategic plan identified the opportunity for substantial growth and the creation of this vital new role to strengthen the Executive Board. I was responsible for developing a property and procurement strategy to ensure the most efficient and effective use of resources, managing a large and growing property portfolio and creating a first class procurement function which proactively drives innovation and savings. Key objectives were the development of robust strategic property partnerships with registered social landlords to ensure the provision of quality accommodation to meet our forecast growth, and the introduction of proactive planned maintenance programmes. I manage substantial revenue and capital budgets in excess of £10M per year.Initially a 12 month interim position, before handing back to CIC for ongoing operation. The project eventually lasted over 2 years.

Saluss Limited was a company that specialised in the maintenance and repairs to a wide range of medical equipment and disability aids. Following extremely poor service from one of Catalyst Interiors' engineering service providers, I undertook the task of finding a suitable replacement. I soon found that for this particular area of expertise, provision on a national basis was poor. I did some market research and found that the market value for repairs and maintenance for this type of equipment was about £12 million. I decided to set up a company that would provide an engineer to any UK postcode within 24 hours of a call out, and the company grew to employ 14 people with a turnover of approximately £2million and continued to grow its market share annually.Eventually I was made an offer, that whilst it was one I could refuse, was of such a nature that I chose to accept and redouble my focus towards the core business, a decision that proved to be the correct one in hindsight.

A leading independent health care provider with 89 care homes throughout the UK. During my time here Westminster Healthcare acquired Priory Healthcare, which introduced psychiatric services, including acute psychiatric, to the portfolio. Turnover during my employment was in excess of £120 Million.A Board Level role contributing to the tactical & strategic direction of the company. I had the sole responsibility for the P & L of the Estates and Property Management function of the company.

Dementia Design

Electrical And Electronics Engineering