Providing a range of tailored professional services focussing on change management, business process re-engineering (BPR), operations, project management, and IT. Engagements include:• Nine-month change management and BPR project with Natural Power covering tendering, contract delivery and governance. Worked with client to scope and design project, defining process architecture, managed project programme and delivery, supported the behavioural change. • Digital transformation project converting a paper-based timesheet system to a fully digitised process.• Conducting an urgent independent investigation for CEO into major stock management issues to ascertain true values involved and root causes, making recommendations and putting the necessary processes and controls in place to ensure robust stock management going forward.• Four-month assignment for Arcadis Consulting delivering a package of statutory High Voltage substation inspections and associated Quality Assurance for Ministry of Justice courts and prisons.• 15-month assignment with Freedom Group / EnServe, initially as Operations Director to lead Freedom’s Scottish Overhead Line (OHL) (t/o £9m p/a) and Sub Station (t/o £2m pa) business units.:o Conducted a comprehensive business review and produced an associated action plan - initiated roll out. Contract extended to support the incoming Regional Director to implement it. o Contract extended, reporting directly to the COO of EnServe to lead special projects of strategic importance, working alongside central support functions.

Senior Leadership Team member and chair of the IT steering Committee. Given role on the break-up of group due to the significant project and change management requirements. Responsible for in-house delivery of infrastructure and all associated support services, data – including financial systems support and software development functions - supporting over 750 office, home and field-based users. Key achievements: • Transformed a downsized 30-strong team from an insular, lethargic, poorly-performing and unaccountable operation into an integrated, highly-motivated, efficient, valued and respected, customer-focussed support function.• Managed and delivered IT Transitional Service Agreements for MetroRod and Meter-U as key parts of their sale agreements: setting them up on new infrastructure isolated from the group network utilising Azure/O365.• Created road maps for infrastructure transformation projects, preparing / presenting business cases, leading IT function heads to ensure smooth delivery of key projects including: Windows 7 to Windows 10 migration including design and implementation of the associated infrastructure; Exchange 2010 to Exchange Online Hybrid environment; and migration from on-premise storage to Microsoft OneDrive.• Delivered a range of software development projects (agile and scrum) including DMS and enhancing and expanding the in-house ERP system for over 400 office and field-based staff across multiple contracts as part of an IT-led business transformation programme.• Enhanced utilisation of Enterprise IT Service Management software and SharePoint. Re-engineered all processes making substantial improvements, e.g. reducing average backlog of 1st Line jobs from 180 to 15 and the provision of new and replacement user equipment from three weeks to two days. • Overhauled a stale and unworkable Information Security Management System into an ISO 27001 accredited framework giving clear strategy and direction to staff and stakeholders.

Retained from consultancy/interim position reporting to CEO as part of the SLT responsible for delivering company (c. £190m t/o and 1,100 staff/ franchisees) strategy, targets and goals.Developed and delivered a number of individual and pan business key change programmes (a mix of business and IT / technology) that were targeted and time-critical, focusing on a culture of performance, customer experience, and service compliance, delivering substantial benefits. Chaired the ITSC and acted as either sponsor or project manager for all IT enabled change programmes. Key achievements: • BPR projects across more than half the Group’s contracts bringing productivity, efficiency, reporting and cash flow gains, e.g. transformed EDF Estate Management contract resulting in gaining a two-year extension having been told the contract may be terminated due to poor performance.• Improved productivity (with support from McKinsey’s) by over 20% across two sub-divisions covering over 200 people and £25m p/a contracts delivered over an intense four-month project period.• Led and project managed the in-house development (waterfall then agile and scrum) and implementation of new workflow management systems utilising handheld technology, reducing back office support by 20%, improving productivity by 8% and data collection across contracts.From Aug 14 – Jan 15 seconded to manage and close down the Scottish Overhead Line (OHL) business unit whilst minimising losses. This covered all financial aspects, closing all projects and clearing over 2,500 defects, redundancy / TUPE of over 100 employees, closure of office, store and yards.

Initially contracted to Freedom Group / EnServe on an interim basis to manage Freedom’s Scottish OHL (t/o £9m p/a) and Sub Station (t/o £2m pa) business units. Key achievements:• Conducted a comprehensive business review and produced an associated action plan: initiated roll out and then supported the incoming Regional Director to implement it. Delivered substantive improvements in many operational and support activities and in management accounting. • Consolidated three offices and two stores to a new single site.Contract extended reporting directly to the COO of EnServe to lead special projects of strategic importance, working alongside central support functions. Key achievements: • Produced a template and process for project reviews. Led a project team to formulate, roll out and implement a retention and recruitment plan for business-critical categories of staff whilst changing and harmonising contracts. Full responsibility for key skills recruitment.

Two days after sole supplier went into administration was appointed MD of Shetland Wind Power, an installer of small-scale turbines with a £700k t/o and 14 employees. Assessed the business, its operations and its future and worked with the owners to conclude that the best result for creditors was to sell the business. Key achievements:• Improved operational performance considerably whilst continuing to enhance the sales pipeline. Assisted in a managed sale process whilst focusing on WIP - reducing it by over 80% in six weeks, debt collection and sales all of which significantly improved returns to creditors.Appointed MD of Clyde Space, a manufacturer and supplier of micro spacecraft systems with a £1.1m t/o and 21 employees. Conducted a business review, identified numerous issues and the need for a restructure of the business and was given the task of turning the business around. Key achievements:• Transformed overall performance leading to trading positively in July 2012 for the first time in over two years, with previous monthly losses averaging £25k.• Identified weaknesses in project cost control and manufacturing processes. Scoped, sourced and implemented a new timesheet system and project costing via the SAGE accounts package. • Implemented processes to monitor ongoing costs vs budgets, forecast turnover and review ongoing and final project performance, allowing analysis of project performance vs tender thus providing key information to the CEO and sales team. Implemented a CRM system allowing the sales pipeline to be administrated and managed. Set associated KPIs and restructured sales function. • Set up and led a working group to completely rewrite the company’s QMS leading to a complete review of associated policies, procedures and working practices. Implemented the new system which led to a significant improvement in product quality and project control with an associated cost and time saving leading to product returns being reduced by 80%.

M&E building services company. Managed three branches with full responsibility for P&L, business development, quotations and pricing, operational delivery, procurement, invoicing and debt recovery. Responsible for 80 operatives, 18 staff and utilisation of specialist sub-contractors, delivering a t/o of up to £11m pa made up of projects up to £1.8m, facilities management contracts up to £0.6m pa and small works. Key achievements:• Made 27 operatives and 10 staff redundant after conducting a detailed review of the business unit. Re-engineered processes centralising most activities in Dumfries and closing the Carlisle office, replacing it with a satellite operation. Managed and led the complete change programme. Broke even in Q3 2007 compared to a loss of £450k in 2006, trading positively thereafter.• Increased t/o year on year from £4.7m in 2006 to £6.9m in 2010 and in 2008 set up a new branch in Glasgow from a zero base, delivering a turnover of £600k in 2010.• Established all overhead costs and ensured all project-related costs were allocated correctly. Carried out an extensive review of every contract to determine exact trading position and value - renegotiating and re-engineering some, withdrawing from others.• Implemented a new strategy on pricing policy and target markets. Tightened invoicing processes and implemented a debt recovery action plan, reducing WIP and debt by over 40%.• Reviewed H&S compliance, established an audit regime (adopted throughout the company) for all supervisors with findings recorded, graded and acted upon, reducing accidents by over 50%.• Won the Lorne Stewart Project of the Year Award 2010 relating to the MEP installation for the new Robert Burns’ Birthplace Museum in Ayr.

A utilities business providing electric, gas and water connections to the highly competitive housing and I&C sectors. Operational responsibility for the safe and cost-effective delivery of all aspects of construction. Managed 180 direct labour operatives and 40 staff whilst utilising up to 40 sub-contractor teams, delivering a turnover of £35m pa. Key achievements: • Key player in leading Core’s entry into delivering water connections and installing meters for SP Dataserve, helping increase t/o by 18%. Improved productivity by 8% and margins by 3%. • Facilitated a change in sections’ behaviours/focus to be more results-driven and customer-focused. Produced meaningful KPI and MI to help drive performance and productivity within sections. Improved customer satisfaction measures by pro-actively liaising with customers throughout project life cycles.• Formulated and implemented a strategy to address direct labour resourcing issues through harmonisation, internal training and sub-contractor alliances. Helped formulate and rolled out a performance management process for all employees.• Reduced the number of accidents and associated disciplinaries by 30%, by leading a drive to emphasise the importance of quality and H&S.

Founding and SLT member of an energy services company providing bespoke utilities/energy/environmental-related services to the I&C sectors, achieving a t/o of >£20m within three years. Established brand, reputation, values and market credibility. Led entry into the combined heat and power (CHP) and electrical connections markets, establishing and leading a national business stream. Key achievements:• Designed from first principles, implemented and managed innovative, customer-focused SHEQ management systems, gaining ISO 9001/14001 accreditation. • Developed and delivered a £9m pa sub-division achieving profits of 6%.Delivered the development, design and construction of three major CHP schemes (£19m) - owning, operating and maintaining them for customers via long-term energy supply contracts.Transco roles included: Network Development Manager and Network Operations Manager.British Gas roles included: Network Analyst and Management Trainee.