Purchased St Michael’s Hotel from Corus and Regal Hotel Group in 2001 and moved to Cornwall.Invested £4 million in the complete transformation of the hotel in the past 5 years.Turnover has gone from £1.1 Million to £3.3 Million, whilst EBITDA has improved from £230k to £750 k over the same period. Won a range of Awards including:Large Hotel of the Year & Winner of Winners in 2009 Cornwall Tourism Awards Hotel of the Year (Silver) in the South West Tourism Awards,2008 Restaurant of the Year – Bronze and Website of the Year –Bronze in 2008 Cornish Tourism AwardsGold for Cornish Distinctiveness in Cornwall Tourism Awards 2007Investors in people – Silver – Repeat Inspection 2009Green Tourism – Silver – 2008 Built management team with an appointed General Manager and created more than 30 FTE jobs. All of our investment has been invested in local suppliers and the Cornish economy.

Block Hotels is East Africa’s largest hotel & leisure group, with twelve (12) hotels, lodges and resorts; five (5) casinos and three (3) stand-alone restaurants. Approximate group turnover of £35 million with circa 1500 employees. Totally profit responsible reporting directly to Dolphin Group Chief Executive/President in Dubai. (Dolphin Group Chairman was Lord Parkinson). • Undertook total review of business, resulting in new corporate strategy with a major performance improvement programme which included: Identification and re-engineering of all core business processes De-layering, multi-skilling and empowerment of staff to reduce total headcount from 2,300 to 1,500. New sales and marketing strategy; re-design of reservations to improve  responsiveness, yield and inventory management. Cultural change programme to inculcate greater commerciality and re-positioning of Head Office as a service and support centre as well as providing direction and leadership.• Acquired sister company, Tourist Paradise Investments in mid - 1998. Restructured and absorbed into Block Hotels, reducing cost structure significantly. Improved financial controls and initiated major training and customer service programme leading to significant business performance improvement.• Initiated major strategic alliance with Starwood Hotels & Resorts - Sheraton - and  agreed a 15 year management agreement, investment programme and partnership. Led 9 month search, selection and negotiation process in conjunction with Knight Frank (London).• Successfully managed businesses through major economic and tourism market downturn, grew market share and reduced total overheads by circa 25% in line with revenue shortfall

First Chief Executive of Kenya Tourist Board - body formed to be responsible for domestic and international marketing of Kenya as a tourist destination and tourism product quality/development. • Developed initial strategy and plan - process included high level consultation and negotiation with Government at Ministerial and Permanent Secretary level. Negotiated interim donor funding from ODA (British Aid) and European Union - assisted development of EU tender documents for support programmes.• New marketing strategy for Kenya developed and executed through destinational marketing materials, new Kenya slogan and creation of corporate identity. Organised re-launch of Kenya as a destination at World Travel Market (November 96) including design and construction of Kenya Stand, launch event etc.

Kenya Wildlife Service (KWS) is the national body responsible for all the nation’s wildlife and bio-diversity, including the direct management of over thirty (30) National Parks and Reserves. It employs circa 3,000 staff with stations throughout the country. In 1990, The World Bank and international donors agreed a US$143 million support programme and the development of future commercial sustainability was an important component. Role reported directly to Chief Executive/Director & Board of Trustees. • Sponsored by ODA (British Aid) to establish a new commercial division within KWS, responsible for all income and revenue development activity, and to assist the Chief Executive with organisational and cultural change to create a more efficient, focused, commercially aware organisation.• Developed full commercial strategy and implementation plan and agreed this with (initially sceptical) Board of Trustees. Strategy included the development of tourism and park facilities; service delivery planning; accommodation and concession development; pricing and revenue collection; marketing programmes; private and public sector fundraising.• Implemented the plans which included: integration of the new commercial division into the wider organisation; staff training and development; creation of new systems and processes etc. Structured new division, created job descriptions, recruited high calibre Kenyan management and mentored Kenyan successor.• Member of Executive Committee directing Kenya Wildlife Service; Chairman of Procurement Tender Board; facilitated development of corporate strategy and its implementation; new management systems and processes to reflect more commercial culture; re-structuring and right sizing.• Grew revenue by 68% and set strategy for eventual financial self sufficiency and independence.

• Set up and launched Fast Forward - Marketing and Strategy Consultants. Strong consultancy client base established including: Britannia Airways, Hilton, Budweiser Budvar, Welsh Rugby Union, Sun Maid Raisins, The Met Office, Windsor Safari Park, Kamuka Expeditions, Citalia, Cadbury Confectionery. Below-the-line promotion and product sampling clients included: Mars, Golden Wonder, Cadbury, Kellogg, Cereal Partners, RSPB, Trebor, Salvation Army, Daily Telegraph, Bandai, Matchbox-Tyco, Haagen Dazs and Unicef.• Assignments included strategic brand development and market positioning research; corporate diversification; new product/service development; corporate and marketing plans; customer service; recruitment and operational implementation; All children’s in-flight service materials (500,000 children per annum) for Britannia Airways; marketing and promotional campaigns to implement previous consultancy.• Nett profitability per annum reached £150,000 in final year. Business sold to CBA/Coaxis for a fixed fee and three year “earn out” percentage to allow me to take up position in Kenya.

• Responsibility for Ales & Stout brands including Websters Yorkshire Bitter and Ruddles County with £8 million marketing budget.• Development of Ruddles County, following acquisition, from small regional brand to leading UK premium ale with extensive distribution.• Achieved major brand growth for Websters Yorkshire Bitter in a static beer market.• Subsequent responsibility for lager brands including Budweiser, Fosters and Carlsberg. • Developed new Budweiser marketing strategy leading to significant improvement in brand performance. Major brand re-invigoration programme for Carlsberg - successful planning and implementation.• Introduction of Beamish Stout and implementation of test market and support programme to assess potential replacement/dilution of Guinness.

Marketing Manager, Thomson Holidays:• Total planning and profit responsibility for all Thomson Winter Sun brands, including the main Winter Sun brand as well as A La Carte, Villas and Apartments and Young At Heart (age 55+). £125 million turnover and £5 million marketing budget.• Increased Thomson Winter market share by 5 points to 35% in Winter 1985/6 and by 7 points to 42% in Winter 1986/7. Complete re-launch of “Young At Heart” and doubled sales in both 1985/6 and 1986/7. General Manager, Freestyle Holidays:• Developed and launched a new brand/division for Thomson targeted at the 18 - 32 age group, using an FMCG marketing approach.• Full P&L/Division responsibility including sales, finance, overseas operations and marketing.• Successfully established in the market place, with high customer satisfaction and overseas earnings six times higher than main Thomson brands with negligible brand “steal” and high repeat purchase.

• Product Manager, Instant Desserts. Re-launch of Bird’s Angel Delight with new advertising, packaging and flavours. National launch of new brand - Bird’s Mousse.• Assistant Product Manager, Desserts NPD. Development and launch into test market of Ready to Eat Angel Delight. Responsibility for new product development from concept development through to test market.• Winner of two (2) Managing Director’s Awards for “business creativity” leading to performance improvement.

• Responsibility for marketing of five (5) destinations within Portland Holidays (direct sell) main Summer Sun and Winter Sun programmes.• Graduate Training Programme - Thomson Holidays.