Incredibly proud to join the team bringing Teqball to the UK. Teqball is the one of the world's fastest growing sports. Incredibly exciting, fast paced, action packed, and a brilliant spectacle. The next few months will be very exciting as we set and implement the strategy to nurture and build elite competition and public participation.

Invited to take on the study editor role I felt incredibly out of my depth. Over the ensuing weeks and months God has led me into a role where I believe I am sharing insights in how to live well in faith. On the back of this I have authored three book, multiple articles and white papers. Additionally, I have come to a very clear view of where we come from and are headed. Spoiler alert. The history of our world is very different to what we have been told.

I serve as a trustee of a prayer ministry that supports Jewish, Arab and Arab'Jewish congregations right across the land of Israel. We support ourpryer group coordinators, prayers and the congregations and do my utmost to serve them well and with integrity.

At StyleTech I have allied my experience leading software development teams to my commercial nous to support the team in shaping and implementing sales strategies that have driven rapid revenue and profit growth. We are also busy building a really exciting business sales system.

GuardianCard has been designed to help people like me & Aidan who are starting to have to help our parents or in-laws stay at home, stay independent and stay safe with their money. We provide a safety valve that protects our older parents from opportunistic theft, conniving tradespeopke and scammers. GuardianCard is safe, secure and simple with the best in debit card functionality allied to a smart intuitive control panel and reporting. It allows older parents to enjoy their golden years and you to feel confident you have got an eye on them to ensure everything is ok. It is peace of mind and a passport to transparent transactions.

The Phone Coop was in a bit of a pickle when I joined, with material losses each month, too many people in the wrong jobs and no discernible strategy.I had to start with a combination of organisational design and stakeholder management as well as introducing a series of operational processes that standardised customer experience.Once we had got ourselves sorted out I switched focus to upskilling the SMT through coaching and mentoring and creating consumer & B2B sales strategies.With the consumers we introduced a Social Media Sales channel that rapidly created a cost of acquisition model at around 50% of the prevailing market average, and could be flexed to our capacity to onboard, which we got up to 500 over the first quarter.With B2B it was a case of identifying our sweet spot in the verticals, co-ordinating internal and external sales efforts and driving it hard.The smartest tricks I pulled were prescribing a formal account management process, which the team hated until they realised how straightforward upsells were with it, and introducing an integrated Telecoms & IT service.Alongside these commercial steps I also facilitated a merger with a large food co-operative (Midcounties) whose 700,000 members offered low hanging fruit for consumer sales and whose energy business offered the opportunity for an integrated Utilities strategy.

Almost immediately I got to Bath I was approached by Ken Loach, yes the film director, to help move Bath City from private to community ownership. I cod only say yes and so embarked in three seasons of making the deal happen, putting together a property deal that would resolve the club's debts, sorting out football management and shaping a team that took us from relegation strugglers to play-off challengers. It was a good thing to do and a lot of fun with great people.Specific contributions include: -* Development of 1000BC strategy to double matchday attendance.* Creating a commercial offering that materially increased revenues.

I joined Gradwell with the brief to enable our PE backers to exit at their target multiple, which was looking pretty unlikely at that stage.Working with Peter, the founder, we achieved a lot of things but what really mattered was doing the things necessary to exit successfully, which boiled down to getting the top line moving forward, doubling EBITDA, shifting us from cash burn to generation and increasing our development resource.Having done all that, we just had to execute our exit and then live happily ever.But then there is always another adventure.

My dream job with the club I support. It felt like a learning right-angle at times but with hard work, perseverance and help from some truly great people we got there. Hull City's first, and to date only, promotion to The Premier League. Staying up and getting to the FA Cup Final where we were so close to beating Arsenal. I got to do most things in the club but my favourites were player transfer and contract negotiations, we identified, and signed, a lot of talent that made a lot of money for the club. Massively sharpened up our commercial activities, and mentored in the team in shaping propositions that deliver tangible value, organised a whole raft of new processes and policies that made us leaner and more efficient, worked with the sports science team to build some structured processes that made us more effective and had a whole heap of fun in the process.Three memories i take away being humbled by fans who care so deeply about their club; gaining a whole new understanding of performance culture and learning how to forge a 'one club' philosophy within an elite sports environment.

I was privileged to look after the local business in a time when we transformed our performance. First with the Hull Colour Pages where we fought off market entry from Yell and landed record revenues - the beauty of a sound sales strategy. Then in 2008 took responsibility for the local telephone and broadband business which was bogged down a bit. I led a rebrand to KC, which won a hatful of national brand and customer experience awards, got revenue, customer numbers and margin going forwards and shifted NPS from -51 (someone worked really hard to get a score like that) to 36 (we worked really hard to turn it around but there were some really common sense things that made a huge difference.The parts I am most proud of were getting 40 colleagues from all parts of the business to act as brand champions to help us transform business culture, behaviours and performance; and building the business case, proof of concept and early phases of Lightstream, the UK's first Fibre to the Premise deployment. I felt it was important that everyone involved in this groundbreaking - literally - project got to understand the full process, so I ended up splicing fibre, working machines and signing up customers. It felt so exciting.And I had responsibility for looking after the KC Stadium sponsorship which built my relationship with the club.So after five years of double digit broadband revenue growth - pretty good when all the analysts believed the market was saturated, five years of top/bottom line growth and five years of improving customer experience i felt ready for a new challenge.