B2B consultancy and project work

Exec Chair of this dynamic, rapidly growing delivery company (think Deliveroo). Helping the team manage phenomenal growth (300% in 2019), future opportunity and guiding the big decisions.

NZB was born out of UK Energy Partners, a company owned and run by my old partners from the telecoms days. They had developed a building solution for the education market that married quick build, low running costs and (revenue generation from the installation of PV panels). We formed NZB of which I was a 33.3% shareholder. I ran NZB as a standalone company and I oversaw all elements of its rapid growth. We established an off-site manufacturing facility, on-site delivery teams, commercial and design functions and gained recognition from the DofE and were awarded a place on their coveted framework. In 2015 we sought Private Equity funding to realise NZB’s full potential. I was instrumental in agreeing the deal with Cabot Square which completed in December 2015. I remained with NZB as Group Director and CEO until I choose to take retirement in Oct 2018.

Finnergy is a Manufacturer and distributor of LED lighting products targeting commercial opportunities for warehouse and retail lighting in the UK, USA and Middle East.Managing Director• Led a start-up in the emerging LED lighting market by assembling a small team of equity holding executives and external investors raising £500k (including salary sacrifice). Experience gained in a new technology market and the dynamics of a start-up company.• In addition to negotiating with finished goods suppliers in the UK, planned and directed the design, tooling and manufacture of an innovative warehouse lamp. Negotiated with, and visited manufacturers in China, resulting in a good understanding of trading with Asian businesses.• Under my direction Finnergy was successful in building sales opportunities across the product range but these were increasingly difficult to convert to orders as the economic climate failed to strengthen and due to the highly competitive nature and rapidly changing technology within this market.• It became apparent that Finnergy would struggle to quickly build revenue and would therefore require substantial further investment in both cash and time. We reviewed several restructuring options but concluded the best option for me was to sell my shares and exit Finnergy.

In April 2008, I chose to take advantage of my financial position and enjoy a career break. It was a busy time spent with family and renovating our Scottish holiday home. I was also involved in a small amount of consultancy and in a non-executive role with a building company.

• Isis was sold for cash to Vodafone in Novemeber 2006, (7 years after I joined the company), achieving an EBIT multiple of 8. I was central to all the negotiations throughout the sale process. We were advised by PwC and Harrison Clarke (Lawyers).• Post-acquisition I continued to run Isis as a division of Vodafone’s UK Enterprise Business Unit. I was part of the senior management team running their £1.2bn sales activity into UK businesses. The role involved maintaining Isis’s profitability and unique character whilst ensuring Vodafone capitalised on Isis’s key strengths, specifically the unique billing and reporting software. The integration was effective and many of Isis’s staff still work at Vodafone, several remain involved in delivering the original Isis service proposition via MoBill.

NZB was born out of UK Energy Partners, a company owned and run by my old partners from the telecoms days. They had developed a building solution for the education market that married quick build, low running costs and (revenue generation from the installation of PV panels). We formed NZB of which I was a 33.3% shareholder. I ran NZB as a standalone company and I oversaw all elements of its rapid growth. We established an off-site manufacturing facility, on-site delivery teams, commercial and design functions and gained recognition from the DofE and were awarded a place on their coveted framework. In 2015 we sought Private Equity funding to realise NZB’s full potential. I was instrumental in agreeing the deal with Cabot Square which completed in December 2015. I remained with NZB as Group Director and CEO until I choose to take retirement in Oct 2018.

Polycell Ltd 1994 to 1999Manufacturer of several leading DIY brands - based in Welwyn Garden City. Part of Williams Holdings until sold to ICI Dulux in 1998.Promoted to Marketing Director• Comprehensive marketing experience at a senior level within an FMCG environment. • The Polycell brand had been in decline for several years, I initiated an aggressive new product development programme, extensive promotional campaigns and a full category management strategy with the leading DIY retailers which arrested the decline and returned Polycell to a market leading position with profitable growth.• I played a significant role in the sale to ICI Dulux, the subsequent closure of the Welwyn factory and in representing Polycell on ICI’s senior management team for the successful integration of the Sales and Marketing functions. The Polycell brand continues to be an important element of the Dulux offering.Swish Ltd 1986 to 1994Manufacturer of curtain tracks based in Tamworth, part of the Williams Holdings group of companies. Promoted to Marketing Manager• As a long serving member of the marketing team I facilitated on-going innovation, both in products and the point of sale fixtures, which maintained and built the brand. Latterly I managed Swish’s distributor in Eire and worked on rationalising the international ranges and presentation for a pan European offering.James Neill Ltd 1984 to 1986• Invited to join Neill Tools by the ex MD of Flymo as a Marketing Assistant and developed a retail offering for their range of hand tools.Flymo and Black & Decker 1981 & 1983 • Under graduate placements within the marketing teams