Overseeing the operational organisation of the groups companies JM Marketing Ltd, Secure Refunds, and JM Insurance Ireland as we continue to expand into new sectors and grow each business.

I work with venues and events to provide our ticket refund protection product to ticket buyers. Now more than ever as we aim to start selling tickets far in advance customers are looking for peace of mind to ensure if they get sick or are subject to a local lockdown they will get a refund, this comes at no cost to venues and provides extra revenues at a time when they are greatly needed check out SecureMyBooking.comWorking with the JMM team to bring new products to market.Overseeing our in-house refund claims services for consumer refund solutions.Overseeing our company wide software requirements.

Additional role as a member of the company board.

Director of the group's customer service and refunds business.

In this role, I wear a number of hats from covering sales for our www.securemybooking.com ticket refund product, managing and developing our portfolio of websites, working on new products, Selling and developing a range of insurance products for the ticketing, travel, and events industry.Some of the services we offer...Specialist insurance underwriting for concert/theatre tours SecureMyBooking.com - Protection for ticket bookersEvent insurance for smaller promoters and event organisersContractors insurance Medical staff insurance impcom.com Hotel/tickets/travel package insurance Insurance for online car hire brokersWe are looking for partners for our insurance products please do get in touch.

At TopTix I was part of a team of two Business Development Directors with a focus on theatres and attractions outside of the south-east. In my short time with the company I closed some of the first sales which were not upgrades from the companies previous software with a contract value of cira £750kI introduced Salesforce and built up a prospecting database which allowed for a greatly increased pipeline and effective management of this. I managed the whole sales cycle from lead generation, demos, completion of tender documents to final contracting. In addition to sales, I was also tasked with marketing and worked to create regular emails to customers, prospects and consultants. I also worked on external industry events and internal user events from planning to execution. Also as part of my role, I had an account management function which involves engaging with senior stakeholders at existing venues to ensure users are getting the most from the system and provide a consultative role to ensure a higher level of user engagement and satisfaction with the SRO4 system.

Was appointed with increasing the growth of the suite of AudienceView products in the EMENA region. Having been user of the system and having worked on two installations I had a good knowledge of the system. While at the company I built up a Salesforce database of venue contacts, researched target countries in mainland Europe for possible growth, attended industry events representing the company, liaised with users and the marketing team to create engaging case studies whilst working on building a pipeline of solid prospects. I left the company when they decided not to have a European based sales operation.

I was headhunted to lead the setup of ADNEC’s ticketing operations for a planned arena and theatre whilst also building a regional ticket agency. From setting up online operations to recruiting and training a team with no ticketing experience the business went live within 2 months of my arrival. With a small diverse team the business achieved rapid growth while maintaining costs through cross training and effective empowerment of the team.In the first full operational year revenue was 50% above target and in the second year margins were doubled through growth of contracts and larger volumes on existing business driven by online improvements.I also took on a joint management role of the ADNEC Live Events side of the business. Acting as promoter I jointly worked on event selection, budgeting, ticket pricing strategy, marketing and operations. My first event Chinese State Circus was a financial and critical success with almost 10,000 attendees over 4 performances and has been the most profitable event staged so far. This was followed by other family shows all of which resulted in a profitable business segment for the company.My title didn't reflect my role which was essentially acting as a Managing Director of a business unit independent from the rest of the exhibition centre company. I managed all aspects of the business except final payment of events which is handled by the groups finance team and procurement of goods.At the end of 2013 the company implemented a strategic review of all business units and due to the arena and theatre projects being canceled the year before the ticketing operations were no longer considered core operations. At the start of 2014 I negotiated the sale of the business to a competitor and left the company.

Quaytickets was set up create an extra revenue stream and utilising the existing Lowry Box Office infrastructure, Quaytickets acts as a ticketing partner to an ever growing number of external clients. During my time at the company I ensured that Quaytickets became a sustainable and profitable part of the organisation.I helped to create Quaytickets from scratch, building both the client and customer base by developing and maintaining excellent client/customer relations and by bringing in new and varied contracts. This has ensured that not only did the business meet and exceed it’s first full years target, but tripled its profit in the third year.My role also involved operational overview ensuring the business was able to cope with the growth I created. This involved selecting and changing booking systems and website, selection and implementation of a new call centre management system and involvement in the structure of the team to ensure focus and scalability. Additionally I oversaw marketing and new revenue streams.The position title after I left was changed to Head Of Quaytickets which better reflected the role as business development was only a part. Areas I was responsible for:• Developing new business from scratch through independent prospecting, including cold contact • Co-ordination and management of contracts, bids and tenders • Maximising all sales and profit opportunities,• Development and maintenance of positive relationships with clients • Strategic planning – Annual Business and ongoing business development plans • Marketing and promotion of Quaytickets and assisting clients with their marketing• Managing affiliate relations and recruitment of new affiliates• Updating of website and working with design agency to create new functionality• Networking • Presenting and pitching for contracts and tenders • B2B and B2C relationship management • Delivering off site projects, including operational management when necessary

I have managed the box office operation as and when required, dealing with customer complaints, operational issues, problems and staff management. This can be a demanding role, where it is necessary to be able to resolve conflict and think on your feet to ensure the smooth running of the box office and that the customer receives the best possible experience.

Working in a customer facing environment in both a sales and customer service role, I dealt with bookings, enquiries and complaints as part of The Lowry's front line staff team. Meeting call accreditation targets, up selling and cross selling to maximise sales and dealing with telephone and face to face enquiries were all part of the role. Working with a computerised booking and data management system means I am confident with IT and it's various applications and have no problems picking up new systems, which meant I was one of the staff who worked on secondment

Dealing with a multitude of queries on all aspects of HM Revenue and Customs business streams from self-assessment to tax credits. Part of my work was taking over difficult calls from colleagues, these varied from upset to angry customers that other staff felt unable to deal with. Part of my work was following up on calls with letters and investigations. I was also involved with the training of new staff, buddying new entrants and also working as offline support for tax credits. I also supported the department's commitments to the local community through the work experience program mentoring young students from local schools.

Managed the front desk and overnight audit of the business. Responsible for reconciling the days banking and ensuring all takings balanced. Processed and authorised travel agency commissions for stays. Initially worked at one hotel and was then asked to join the opening team of another company hotel.

Managed a local bar on a temporary basis for the owner of a club I had previously worked at. In my short time there I reviewed how the bar was operated making changes to fridge layouts to slower selling higher-margin products more visible, renegotiated cleaning contract to include more deep cleaning to improve customer experience and enhance the life of assets. Also looked into expanding the business into a unused basement space including creating a budgeted plan which was taken forward by the owners a couple of years later.

Managed much of the day to day operations of this "chameleon" venue from the daytime restaurant operation to the evening bar and nighttime club. My role was wide-ranging from training and overseasing waiters and bar staff to managing the celler, stocktakes and ordering. I overhauled the bar layouts to optimise product sales and serve times and introduced roving shot sellers to increase revenue per customer with incremental sales. I worked with the regional manager to improve the cleaning contract and the evening entertainment allowing for increases in entrance fees and the introduction of a cloakroom to bring in additional revenues from none F&B sales.

In my time at the club, I worked on a number of clubs highest attended events. Alongside working on the bar I worked in a small team which created huge marketing spectacles to drive sold-out attendance at key events such as Pride, New Years, Christmas, Halloween and the clubs birthdays. During my time at the club, a large well-funded competitor had opened a new modern club nearby which was predicted to take away our business, with a lot of promotional work we not only made the club thrive we started to open on an additional night. 20 years on the club is still open and the 2 competing clubs have closed down.

I joined the international payments team as a temporary member of staff to work on a project which was dealing with issues in the automated payment reconciliation of the forthcoming Euro currency which started as a bank to bank payment currency before replacing the founding member's national currencies. Working with the Correspondent banking team in London I was hired to help in a team of 3 to reconcile a daily 200 page paper bank statement which the software was failing to do which resulted in the team not knowing what credits and debts were left at the end of the day resulting in being unable to chase overseas banks and apportion the correct interest charges and credits. I was able to devise a faster reconciliation process which resulted in me being relocated to the London offices for 3 months to work closely with the circa 20 correspondent bankers and the project management team. After the project was completed I was reallocated to a 2 person team managing correspondent banks incoming and outgoing payments for all accounts in the Americas and Asia Pacific which involved working with the incoming CHAPS team to ensure the incoming payments were credited to the accounts to allow me to release outgoing payment instructions ranging from a few hundred pounds to hundreds of millions. The job was high pressure with the constant balancing of accounts to ensure funds were available and where funds were not cleared working by phone with the London based Correspondent Bankers to chase overseas banks or make a decision on allowing accounts to go into deficit.

I started working part-time at the store while still studying deciding to leave full-time education at 16 when I was promoted to the stock controller for all grocery dry goods within a few months. At 17 I was promoted to a grocery section supervisor with a team of 5, I reported to the Grocery Manager and Deputy store Manager and was the youngest person in my region at my paygrade.