Promotion to Programme Manager resulted in assuming full responsibility for delivery of the new bmi A321 cabins and shorthaul fleet, in addition to all existing tasks. Additional responsibilities include full budget accountability, control of all external suppliers, monthly Steering Board presentations to the CEO/CFO and a key stakeholder in the integration and migration of the bmi fleet across to BA. • Successful delivery and launch of first new market leading A321 cabin in July 2012• Nominated as ‘Business Critical’ to the bmi/British Airways Integration Programme following the purchase of bmi by British Airways earlier in 2012• On target to achieve substantial savings to budget

A newly created role within the bmi Engineering Department to deliver the new aircraft cabins across the bmi shorthaul and midhaul fleets. Reporting to the Programme Manager the new midhaul project would offer a market leading Business Class proposition and an enhanced and consistent product across the shorthaul fleet. This required extensive co-ordination and consultation with a wide range of internal key stakeholders across many parts of the business together with selection, development and management of various external suppliers. • Vendor selection for bmi’s new midhaul fleet, including a ‘new to market’ UK based Business Class seat supplier• Strategic development of the bmi fleet to meet the requirements of the business and deliver a cost effective and attractive product proposition to the customer • Development and definition, development of aircraft cabins with Airbus for new A321 aircraft

As part of the Commercial and Marketing Department of bmi, the Product Development team was responsible for all aspects of the bmi ‘customer journey’. The role focused on the onboard ‘hard’ product proposition including seating and in-flight entertainment systems (IFE), as well as selection and management of bmi’s IFE TV and movie content with an annual budget in excess of £1.8m. In order to ensure maximum return on product investment required regular evaluation and benchmarking against competitors enabling maximisation of bmi’s competitive advantage whilst working within strict and challenging budgetary conditions.• Integration of 8 new aircraft into the bmi midhaul fleet following the acquisition of BMED and establishing of a new catering and in-flight service concept• Introduction of new lie-flat beds in Business Class and a new ‘Premium Economy product across the bmi long haul fleet• Successful in securing £multi-million budgetary approval from bmi and Lufthansa Supervisory Boards to deliver new cabins across the bmi shorthaul and midhaul fleets

Responsible for the aviation aspect of Travelsphere’s extensive worldwide escorted tour programmes. Managing a team of 6-8 the role involved the negotiation and contracting of worldwide airline seat inventory with all leading scheduled and charter airlines, and all associated all ‘day to day’ operational aspects. Achieving continued success in this position required management of key partners, forward thinking, and the ability to both predict and react in a very fast moving sector of the travel industry.• Creating, developing, and operating Travelsphere’s highly successful charter flight programmes to various destinations.• Instrumental in growing the European air programme from 5,000 clients to over 50,000 clients in 5 years• Negotiation of key commercial agreements with various airlines including British Airways, United Airlines, bmi, and various UK and overseas airports.

This role incorporated the contracting and quality control of coach companies on Travelsphere’s extensive European tour programme, with an annual budget of £3.5 million, and also the development and operation of an extensive cruise ship charter programme. This encompassed management of all on-board operations, ensuring rapid solutions to all problems and ultimate smooth running of all departments.

Responsibility for operating escorted tour groups worldwide, including Europe, the Far East, Australasia, and North America. This role required researching, sales and operation of extensive ancillary excursion programmes and all aspects of customer welfare.

Management and training for a team of twenty-five staff and ten chalets in Meribel, France, for a successful independent ski operator. This included liaison with local authorities and commerce at all levels to ensure smooth operation of resort and overall budget responsibility for resort income and expenditure.