Having published my first novel - Expiry Date - a Low fantasy featuring restless gods, angling and ornithophobia (https://amzn.to/3ivCVUi) I am currently researching a second novel.

Recruited by the General Partners to create and implement the commercial strategy for a targeted £70m roll-up acquisition programme of agents and tour operators operating in the UK Luxury Travel Market.

Appointed to support transparent, commercially sustainable business modelling, development and operational delivery across existing and potentially new services (where financial & clinical viability have been tested using agreed processes & within stipulated timeframes). Responsible for helping acute & community trusts to significantly shape and drive ambitious growth strategies. Leading on high profile tenders for integrated patient care and transformation projects, ranging from implementing new commercial models, through supporting organisations to reconfigure services and SOPs, to transitioning services to community care.• Designed & delivered a Directorate-wide strategic framework for innovation and commercialising services & infrastructure at Nottingham University Hospitals Trust, including pharmaceutical manufacturing, clinical trials, environmental sampling & monitoring, and resulting in 25% income growth to £5.7m & a diversified funding base, helping to address funding gaps & support investment into new income generating activities and capital projects• Successfully led the £30m tender response for integrated offender health care services in Hertfordshire/Bedfordshire for a syndicate including Hertfordshire Community NHS Trust & Lloyds Pharmacies• Working collaboratively across Somerset & Taunton Foundation Trust and with key strategic partners developed the service pathway and led the winning bid response for a £75m integrated ambulatory care tender for Somerset.

Appointed to an interim leadership role in GGG, the global market leader in the provision of specialist travel & risk management services to the marine, offshore & cruise industries, & charged with regenerating the Group's marketing operation.By developing and exploiting mismatched organisational competencies faster than the competition, we regenerated the Group's marketing operations through closer integration with Sales, improved targeting and optimising resources, resulting in increased brand awareness & exposure, and a 48% increase in qualified leads (aligned to a 8% increase in top-line revenues).

Recruited by PE shareholders, TPG and Norwest, to build and execute the commercial strategy from the ground up, for the EMEA division of StarCite, a leader in the $multi-billion online marketplace for corporate meetings, events and travel.Results were delivered at both a business and human capital level, generating £27m in revenues and brand prominence in 2008.

Recruited into Amex` to join a global change initiative aimed at aligning people, process and technology initiatives more closely with the company`s business strategy and vision, as well as customer needs.Success was measured in 2006/7 by an improved sales and account management performance, enabling a stronger connection with profitable customers, resulting in a record 96% customer retention and margin improvements of 6% on incremental sales of $24 million.

Recruited into the executive leadership team of Convergys, a member of the S&P 500 and Fortune 1000, and a global leader in HR outsourcing and employee engagement. Built the International commercial organisation, executing sole revenue responsibility, and in alignment with both subsidiaries and strategic partners including Deloitte, generated £59m in revenues from private and public sector contracts, growing the Convergys HRO brand to be the second most widely recognised in EMEA after Accenture.

Recruited to implement a key business imperative, that of translating the undisputed market leadership of GetThere in US B2B online travel procurement, into an international context. Executed full P&L responsibility, matching resources with the operating environment to achieve a profitable congruence, based on installations in 16 countries, and revenues approaching £21m.

Initiated & completed the process of meshing three previously separate organisations with strong power and role cultures, building an integrated commercial organisation of 190 people with £750m in revenues in 1999.

Restored strategic momentum, turning KLM into a vigorous market leader in key market segments including Leisure, Corporate andMarine, delivering sustainable earnings on a turnover, which grew from £75m in 1988/9 - £250m in 1993/4.

Exercised full P&L responsibility for the sales of the airline's total seat capacity to a mix of tour operators & ad-hoc charterers

On completion of graduate trainee program, worked in various locations overseas in an operational capacity: acting as a load master & flight planner.