Operational due diligence and stability sets any business above the competition by providing solid foundations and the facilitation of scalable growth over time. Establishing a secure business management system at an early stage in your business life cycle allows you to demonstrate clear standards, values, and expectations. This sends a strong message to employees, candidates, and clients on your commitment to a quality service and sustainable business.In many cases, small businesses are created by outstanding entrepreneurs with exceptional sales experience and drive. In our experience, it is almost impossible to maximise early sales growth whilst also managing the increasing number of operational requirements associated with running a recruitment business.We work with clients to understand their business needs and offer a personalised solution that provides long term stability by focusing on structured business management systems that provide the foundations for future growth and scalability.We can offer support you with all of the following aspects of your business: • Business management Systems• Implementation of ISO9001, 45001, 27001• Company Policy / Procedures• Sales Training and development• Guidance on Legislation • Structuring approach to sales team management• HR management and contractual advice• Staff employment contracts and policy’s• Sales and operations integration• IT infrastructure management• Template management for operational efficiency • Client contract overview• Client ITT/RFI and tender responses • Office relocations and expansions• Systems integration to maximise cost efficiency• Management of GDPR• Key Information Documents• Agency Worker Regulations (AWR) • IR35 and contractor engagement• Contractor onboarding and management• KPI management and effective sales monitoring activities• RISQS/sentinel implementation and managementPlease contact me, in confidence, to find out more on 07932 076 272.

Upon joining the company in its first year of trading as a shareholder and main board director, I focused on setting out solid foundations on which the Advance TRS business management system has been built. Key responsibilities included the development of all operational management systems, legal documentation, infrastructure, and IT required to provide the stability and growth.My role was to ensure that the business was compliant with all legal, legislative, and regulatory requirements. This resulted in the business continually achieving success with client audits, supplier questionnaires, RISQS accreditation and ISO/APSCo certification. I was fortunate to have the opportunity to attend numerous seminars and meetings to further develop my knowledge of legislation and legal requirements such as GDPR and IR35, staff welfare and wellbeing, contractual engagement, and infrastructure growth. 10 years as a recruitment professional enabled me to focus on the development and integration of sales and operational business management in a manner that facilitates a use of all available systems and technology to ease administrative burden and minimise staff costs.

I was responsible for the continual development of the company’s compliance and operational systems to accommodate its continued growth and success in the rail sector. Whilst initially engaged to attain compliance with RISQS, government regulations, and client processes, I was also responsible for the development of the company’s brand and presence in the rail sector.

Starting as a trainee consultant, I was responsible for building and developing a desk specialising in Railway Telecommunications placing technical engineering and management professionals on a contract and permanent basis. In this time, I gained experience of supporting numerous contracts such as SISS (CCTV, PA, SMS, Help Points), Operational Communication Systems (PETS, SPT, Concentrator Renewals, Voice Recorders), FTN (fibre/copper), GSM-r, and station refurbishments.Throughout my employment, I was fortunate to work with all levels of clients and candidates supporting some outstanding infrastructure projects. This provided invaluable insight into the operational requirements of projects whilst further expanding my understanding of railway safety critical expectations and management on both Network Rail and London Underground Infrastructure.

I was responsible for managing the day to day running of the Food Hall which included product availaibility, staffing levels, performance management, department layout, seasonal variations, and waste management.

In this role I was primarily responsible for the management of the Sales Based Ordering System to enable stock availability at all times to maximise sales. I was targeted with achieving 100% availability throughout trading hours whilst only incurring a 1% wastage margin, and minimising backroom stock, in a store that traded at £1.6m per week. Throughout my employment, I managed several departments and was responsible for teams sized from 6 to 40 people. This included pounds per man hour calculation against turnover, personal development, and performance management.