Employed to head up operation of charity involved in providing respite trips to families suffering from cancer. Heading up small team raising funds and operating respite trips in UK and Overseas.Completed wide ranging reorganisation to increase efficiency and value for money.Developed flexible business model at start of Covid to ensure charity endured this difficult time.Developed business plans leading to funding of asset purchases to be used for respite bring cost down.

Investors representative on the Board of this fast growing SME operating speciality coffee roastery and 8 coffee shops in Brighton and Worthing. Acted as mentor to senior management team.Headed up Finance function.Responsible for Bank and investor relations and strategic plans for the business. Led the successful sale of business with profitable exit by investors.

Partnering and mentoring small to medium travel & leisure businesses. Addressing specific challenges by providing commercial & industry insight, strategic direction, planning and project management to exploit financial opportunity. Projects include:Specifying and sourcing appropriate software solution to enable specialist travel publishing business to expand into new online business selling attractions and experiences on a b to c basis • Working with new management team at Ski specialist to position business for growth • Partnering CFO to carry out MI and IT review as a consequence of new corporate business structure• Reviewing & identifying potential business acquisitions to provide platform for accelerated growth

Leading UK independent business offering Educational Tours and Ski trips. T/O £54m & staff of 170. Headhunted by new owners post acquisition to bring essential travel expertise to the business. Specific brief to stabilise and build the business, appoint new executive team and revitalise product range leading to higher profits and successful refinancing. Results included:• Recruited new senior team & introduced modern working practices• Introduced culture of high performance and transparency• Developed and implemented strategic restructuring and growth plans• Worked with investors on refinancing resulting in financing for 5 year period• Improved Average Selling Price and Margins by 15%. EBITDA increased £2.2m to £4m • Developed mutually beneficial relationship with regulatory bodies and banks• Grew market share by 3% points, including attaining market leadership in school ski, and delivered forecast sales and profit growth• Achieved improved efficiencies through reduced headcount (-20%), reallocation of duties and use of technology. Overhead base reduced by 18% over 3 year period• Developed new and innovative products relevant to market, including unique partnership with IOE of London delivering educational trips to commemorate WW1• Introduced robust management information system and modern finance systems• Put controls in place to grow confidence in business performance and working capital position Having achieved above, retained as Business Development Consultant, partnering newly appointed Group CEO, on restructuring and streamlining the wider group of businesses.

Leading fast ferry operator for both commuters and tourists in London (and Europe) with Turnover of £8m and staff of 150. Worked alongside newly appointed MD to ensure rapidly growing business developed profitably with suitable financing.Results included:• Restructured business leading to profitable growth in all business sectors. • Costs contained in period of rapid growth, with margins increased due to more efficient use of assets• Developed long term business plan and took commercial lead with potential investors• Developed marketing and sales plan contributing to growth in turnover from £1m to £5m in 3 years. Website introduced with e commerce capabilities• Managed customer service initiatives leading to high satisfaction and repeat business• Introduced new transport routes to maximise asset utilisation and profitability• Led tendering process for new routes• Developed more efficient timetables and schedules• Managed key stakeholder relationships, both public and private, leading to financial funding and support for new routes • Managed VC relationship• Introduced leading edge ticketing systems suitable for high volume low transaction value transport service• Led negotiations leading to sale of majority of company to US group• Reengineered finance function as business grew from small to medium company• Introduced MIS and management structure and disciplines to company

One of the 2 largest European Travel Groups with Turnover £1b+Reporting to Board heading up a number of key projects:• Reviewed Canadian business resulting in restructure to improve profitability• Reviewed IT structure in Europe leading to substantial savings• Reviewed operations in Spain resulting in sale of business and focus moving to e-commerce• Developed 3 year business plan model for UK operations• Launched new and revolutionary premium long haul product to market

Combined turnover of £250m, profits of £4m, employing 600 staff. Headhunted to revive long established company’s fortunes. Objective to combine both brands under one management team, in one location resulting in significant savings whilst retaining commercial identity of each brand.Results included:• Overhauled organisation and operations resulting in cost savings and efficient structure• Relocation of 2 businesses into new premises under shared management• Long term business strategy and plan developed and implemented• New operating procedures and company structure successfully introduced• New brand image and culture implemented• Sales and market share increased through introduction of new products• Margins increased and overheads reduced through efficient yield control and cost control• Researched and implemented new sales and back office system to business• Web site launched, Telephone call centre and Digital TV distribution set up leading to reduction in cost of sale and further control over distribution

One of company founders in 1991. After 5 years of rapid growth, firmly established as one of UK’s top 5 travel groups with T/O of £250m, profits of £4m and 1000 staff. In 1996 business sold to Thomas Cook Group for £38m.Results included:• Ensuring this high risk business was properly financed and controlled• Development of strong product portfolio and effective pricing strategies• Achieved rapid growth through identification and acquisition of target businesses• Start up of airline with full satisfaction of all regulatory bodies• Restructured Overseas purchasing team leading to substantial cost savings• Successful implementation of Investors In People.• Implementation of effective IT strategy

Turnover of £600m employing 1500 people. Group Finance and Commercial Director with responsibility for Group finance function employing 120 people.Results included:• Re-engineered business and financial processes resulting in improved financial results• Evaluated JV and acquisitions, negotiated with vendors & completed legal agreements• Crisis management using micro cash flow controls & disciplines to compensate for effects of 1990/91 Gulf War• Preparation and presentation of detailed business plans to potential investors during attempted management buyout of company• Product pricing strategy overhauled leading to increase in sales and margins