North London Hospice is a registered charity that has been caring for local people since 1984. We help those with potentially life-limiting illness who have specialist needs. We rely on our Shops and fundraising activities to support the vital work of our clinical colleagues. There are 17 shops throughout Barnet, Enfield, and Haringey.

With a foreword by the ex-CEO of Diageo PLC, first year sales of 5,000+ copies plus Kindle downloads. This has led to personal multi media exposure including television, trade publications, on-line blogs and speaking assignments including the CIPD.

As the Commercial Director of St Luke's Hospice, I was responsible for driving the success of the organisation's retail shops by overseeing their commercial activities. This included developing and implementing strategies that focused on increasing revenue and profitability, managing the sales and marketing teams, and ensuring effective financial management.Furthermore, I lead the development of innovative commercial strategies that aligned with the organisation's mission and values, the organisations IT services , and all aspects of Facilities and Premises. These strategies delivered incremental profit to support St Luke's Hospice in bridging the gap between operational costs and commissioned income. By doing so, I played a crucial role in ensuring that St Luke's Hospice could continue to provide the best possible end-of-life care to the residents of the London Boroughs of Harrow and Brent.

St Luke’s Hospice Charity Shops is a wholly-owned subsidiary of St Luke’s Hospice whose profits are covenanted to the Hospice. The Shops Company is made up of 18 charity shops, distribution warehouse/logistics, and an online trading operation. The Hospice also operates a lottery that is managed within the Hospice fundraising team.As Executive Chair I am responsible for the strategy and day to day operations of the Shops Company. With my board of directors we are concerned with the policy, strategy, and monitoring of the organisation; day-to-day management is through employed professional staff who report to me.

Whitchurch School was established in 1914 and we take great pride in educating children in a challenging, exciting and purposeful environment – achieving our best together.

BrOOK’S, which was notable for Books, Wine & Coffee was awarded London Independent Bookshop of the Year 2020. As a result of the impact of the global pandemic and unrealistic rental expectations from our Landlord's, we have closed this site however we will continue to seek the next chapter for BrOOK'S.

Specialising in Sales & Marketing Capability, business strategy and all aspects of Talent Management. Clients include Omega PLC, BBC Worldwide, SAB Miller and Virgin Experience Days.

Established in 2004 Infinite Ideas is a lifestyle and business book publisher with a global presence. My role as NED was centred on defining the future business strategy, expanding commercial performance and the development of relationships ahead of business sale which was achieved.

Specialising in all aspects of point of purchase activation and measurement. Disciplines include dedicated out-sourced strategic sales teams, audit, mystery shopping, in-store demonstrations, point of purchase merchandising, test purchasing and experiential marketing.

Franchise operation established for REL Sales Consulting Ltd

As the founder, I built REL Sales Consulting from a zero base to a significant turnover and enviable level of profitability. The business was acquired by Photon – an Australian based marketing services company. The sale was achieved after three years for a combined total with REL Field Marketing Ltd for £7m.

A brokerage arm to REL bringing exciting brands from around the world to the UK.

Co-authored and rolled out the implementation of the Diageo Way of Selling for the organisations 6,000 strong sales team. Disciplines included Trade Strategy, Consumer Driven Outlet Segmentation, Commercial Planning, Insight Generation, Managing Relationships and Sales Drivers. The Diageo Way of Selling was acknowledged in the Diageo annual report of 2004 as being a key driver of the organisations sales volume and profitability growth.I was offered a promotion to become GM for the whole Diageo portfolio for the NE States of the USA but decided to resign from the company and set up my own business.

Responsible for all aspects of the expansion and development of the Guinness Irish Pub Concept which extended to 2100 outlets in 53 countries. This included management of a direct team of 28, 3rd party distributors and suppliers and extensive Public Relations/Media activity.Personally instigated and completed a full strategic review of the Guinness Irish Pub Concept. The findings were fully endorsed by the Guinness Board resulting in a £842K cost saving. I was promoted to my next role on completing the full implementation of the revised strategy.

Full business accountability for $3.8m turnover operation. This included negotiating and then managing contract and licensed brewing agreements, direct management of in-country teams of 21 people. Principle challenges included successfully managing the business through the Russian financial crash of August 1999. The business transitioned to a new pan European business operating model at which time I was promoted to a new Global role in Dublin.

I was responsible for driving the Guinness Irish Pub Concept across continental Europe. In one and a half years’ new successful operations were launched in 12 countries as well as organic expansion in countries where outlets already existed. Grew attributed volume by 355%. I was promoted to a GM role after 16 months.

As a direct result of my experience in Russia I was tasked with defining a revised distribution strategy for Guinness Germany. I consolidated the number of distributors in the German market from 17 localised distributors to 5 national parties. I was responsible for saving £786K in distribution costs with only positive impacts on the customer supply chain.

I was promoted from being and Area Manager to this new GM position. I led 6 Area Managers with support from Marketers, Finance, HR and Property team across an estate that started at 81 outlets to 156 outlets with £225m+ turnover with annual capex budget of £45m in two years.

Area Manager with full responsibility and accountability for 19 quality food pubs.