A shareholder and member of the executive leadership team with specific responsibility for New Business in addition to operational responsibility for our Utility Searches & Mapping services, HR and Sales & Marketing. Key responsibilities include;- Developing the services offered by Premier Energy.- Accountability for the utility searches & mapping services offered by Premier Energy.- Ensure Premier Energy Services technical expertise is developed and maintained in line with current professional standards.- All HR functions across the business.- All Sales & Marketing functions.

A member of the Senior Leadership Team for the Connections Business Unit with an annual turnover of £240m per annum and 600 staff. Held specific accountability for service improvement, stakeholder and staff engagement, business planning, reporting and enquiry services. Introduced a range improvements including new pre-application and on-line services that improved customer satisfaction scores from 71% to 83%.- Wrote the 2014/15 company stakeholder submission earning an incentive of £1m.- Introduced new pre-application services achieving customer satisfaction scores of 94%.- Managed the annual regulatory submission improving the independent validation audit annually.- Improved application and enquiry services by reducing average processing time by 30%.- Developed and delivered an employee engagement plan which resulted in being rated in the Sunday Times 25 Best Big Companies to Work For in 2014.

Led the analysis and design phase of a transformation programme to improve the business process and systems across the company’s connections activities. Created and managed a multi-disciplinary team including key advisors in all aspects of a £3m change management activity.- Secured significant shareholder investment to move the programme into the delivery phase.- Introduced a service quality process which delivered a step change in customer satisfaction scores from 71% to 77%

Led the company team responsible for the safe and effective management of the electricity infrastructure during the London 2012 Olympic & Paralympic Games. This included directing operational field and network activities and liaising with government, security services and the Olympic Delivery Authority.

Led the new connections business operations across the South East of England, which included the design, quotation and build of electricity connections to domestic, commercial and industrial customers. In addition, the role had accountability for commercial Highway Lighting and Electrical Contracting businesses. An overall accountability for an annual turnover of £60m and responsibility for 650 staff. - Moved the business from loss making into profit in 2 years.- Significantly improved safety performance to achieve 12 months of Zero Harm in 2010 & 2011.- led successful negotiations on pay assimilation impacting 1200 professional staff.- Led a successful 3 year pay deal negotiation.

A secondment to an executive charity role promoting Science, Technology, Engineering and Maths (STEM) careers to schoolchildren. Worked across industry, government and education to secure sponsorship and hosted a launch at the Tate Modern Gallery. The new region allowed the charity to reach its target of 1 million STEM interactions 6 months ahead of target.- Secured £100k of sponsorship in the first 12 months against a target of £65k.- Plan, delivered and hosted a launch event for 130 key stakeholders at the Tate Modern Gallery.

Managed field operations responsible for the restoration and repair of electricity supplies across the South East of England. With a team of 150 managers, engineers and field staff serving 2.1m customers on a 24 hour 7 day a week basis with an annual operational budget of £30m.- Reduced average fault response times by 18% over 2 years.- Led a sourcing team which procured a £150m groundworks contract delivering 7% savings.

Managed the company operation centre with responsibility for emergency call handling, despatch of field teams, network operations and emergency escalations.- Managed the transfer of the emergency call handling activity in <3 months including establishing the new systems and a recruiting a new team of 30 staff.- Managed the development and introduction of a new IT system to record and track fault and repair activities introducing the change on time and on budget.

Led the establishment of a new field operations business unit responsible for emergency response and repair services across Sussex.- Reduced average fault response times by 18% over 2 years.