Actively seeking Executive/Senior Director roles within the Services and/or Construction industries.CEO, COO, Managing Director, Head of Operations and/or Sales. Non-Executive Director, Fractional c suite executive.

Member of Otis UKN (UK & Nordics) Executive Board Full P&L ownership of Liftec Express.Independent Service Providers to the Lift & Escalator Industry.Responsible for over 250 Employees.Transformation & Change management – Conducted merger of subsidiary business from 5 to 1 legal entityTransformation & Change management – Implement global ERP system, combing reporting to consolidated entity.Transformation & Change management – Managed employee restructure and TUPE process to consolidate workforce.Present business results and forecast to local (UKN) & regional (EMEA) management.Reduced SG&A Costs >45%. Optimised real estate footprint, leveraged efficiencies and synergies within Liftec Express and Otis group respectively.Identify strategic objectives to Sales and Operations relative to the short-term results and long term vision and growth.

Ensuring operational delivery to Otis customers - facilitating sales growth.Managed Backlog > £30m - Circa 50 Employees.FY2021 – Achieved Year on Year growth: Sales of 30%, EBIT of 40%.FY2021 & FY2022 – Best 2 years of contribution result in last 10-year period within Otis UK.Produce and present business reviews to UKN Executive Board.Assigned Project Director to largest high-rise Mega project – 22 Bishopsgate, achieved client acceptance and final account agreement. Financial year NRM >£1m margin. Recognised by Global CEO on site for quality.Transformation – Implemented global finance ERP system – Part of launch working group, brought experience from pilot country of Otis South Africa. Appointed one of the national implementation champions responsible for ensuring training and transition during build up to launch and through hyper-care period.Transformation – SIP (Sales Installation Process) – Working with UK NE Director & NE Transformation Director to define process mapping, and organisation responsibility. Utilise change management tools to ensure alignment and adoption through the organisation during deployment of new processes and digitalisation tools.Focused teams on quality of delivery and commercial management, leading to >110% cashflow across backlog, favourable NAE and positive disputed AR impact to Sales & Margin.

Seconded to Otis South Africa as New Equipment Director tasked with rebuilding sales and operations organisations within the new installation, complete replacement and modernisation revenue streams.Executive leadership team member. Reported to Southern Africa Managing Director.Responsible for producing business reviews, forecasting and reporting of orders & sales to local and regional executive.3 activities: New equipment, complete replacement & modernisation – 43 employeesFY 2019 ACT margin 167% VPY. Mitigated penalty/damages contract closures. Business turnaround to positive EBIT, and low risk backlog.Transformation – Pilot country to implement global ERP finance system. Trained by and worked alongside Southern Africa CFO during transition period. Enhanced financial knowledge significantly.Flattened department organisation structure, empowering employees through defined responsibility to ensure accountability.Optimised headcount to backlog, reduced 14% whilst improving operational delivery and financial performance.Revised critical steps of SIP (Sales Installation Process) – creating clear process flow and accountability.Conducted robust monthly backlog review for all activities, quarterly with Finance.

Managed team of 4 Sales Representative in London and South EastTeam Bookings to plan of over £13.5m.Part of working group to revise modernisation SIP (sales installation process).

Manage service portfolios.Manage projects.Design and specification of Vertical transport systems.