Responsible for overseeing and implementing effective qualitymanagement strategies/systems, and the continuous compliance process within the whole Robertson Group. Plus a support role into the effective implementation of risk and audit.

Key Responsibilities• Transition of business quality management system to align and adapt to the base structure of EcoWorld International. • Lead on all Risk management controls, business, and project level, plus fraud and corruption preventions.• Quality Control Committee Chair that focuses on product quality including the development of Quality checklist protocols.• Working with CEO in the structure and running of our SLT meetings. (Senior Leadership Team).• Led EWL ESG Sustainability compliance.Key Achievements• Wrote the ESG (“ECO”) sustainability strategy with targets and action plans for areas such as Net Zero carbon as a business 2025 and operations 2040, positive impact on 5,000 peoples’ lives and securing FTSE4GOOD accreditation.• Implemented new compliant SOP’s (Standard Operating Procedures) linked to RACI activities for all elements of our business operations from Development Operations to Finance, Human Resources, IT, Legal, Customer Care and Sales.• Created crisis management plans and chaired the Business Continuity Team. • Instigated an audit and adherence programme to review compliance across all business operations.• Led/chaired EcoWorld Class. A group that focuses on how we deliver world class service and product to external & internal customers. When first introduce InHouse survey had NPS (Net Promotor score) of 100%.• Produced the company wide COVID procedures (all elements of operations) and Agile working policy.• With no legal team when first operating I developed GDPR protection policies and procedures and took the role of DPO (Data Protection Officer)

WILLMOTT DIXON RESIDENTIAL/BE LIVING LTDKey Responsibilities• Asked to take role developed at WPH (see below) and introduce to the whole of the WD Residential business. Audits activities included both contracting and development business from projects, departments, and central functions. Reported into independent Internal Audit Committee. Key Achievements• Created a new residential businesses ISO9001 compliant Management system that built on base principle created at WPH. • Led all preparation and work to ensure we would be compliant to the then new 2018 GDPR requirements. • Supported executive team with due diligence exercise through acquisition process.

WILLMOTT DIXON HOUSING/WILLMOTT PARTNERSHIP HOMESKey Responsibilities• Part of Management board for residential construction business (at peak we had 5 reginal offices with turnover of £280m). overseeing amongst other things quality, risk, systems compliance, and sustainability.Key Achievements• Developed programme and activities to help bridge the operational performance gap including creation of a quality academy and audit programme. • New induction process helped to increase staff retention by 15%.• Led and created a new ISO 9001 Compliant Quality Management System (QMS)• Fulfilled a 6-month secondment as Technical Director into a LCO (Local Construction Office) to bring control and process back into the teams’ operations helping to restore business profitability.

WILLMOTT DIXON CAPITAL WORKS Key Responsibilities• Part of a team set up to focus on “Major Project” procurement for Willmott Dixon business (At the time any project with construction value of circa £50m+) • Managed tender team of Cost planners, technical managers, bid writers, Development managers. • Key account management role with internal residential development business. Key Achievements• Secured several projects including Tesco Woolwich (circa £90m) and Brentford FC stadium development (Final Construction value will be circa £300m+). • Worked with in-house specialist technical team to explore and develop new construction methodologies incorporated into our schemes including panalised light Weight Steel frame. • Working with our Build to Rent business (Now known as APO) to create a core specification and layout principles for new market.

WILLMOTT DIXON HOUSING Key Responsibilities• Responsible for 3 technical/preconstruction teams leading on tender and preconstruction design delivery.• Member of Management Board responsible for all business activities and services to internal clients. Key Achievements• Team supported growth and profitability of business with construction turnover of circa £200m+.

WILLMOTT DIXON HOUSING Key Responsibilities• With the restructure and consolidation of the Housing business operations a dedicated preconstruction team was set up and I was allocated to lead one of the technical/preconstruction teams. Key Achievements• Strong delivery and performance by myself and my team resulted in my promotion to Director when the position became vacant.

WILLMOTT DIXON HOUSING & INSPACEKey Responsibilities• Initially leading on the technical design management services on any allocated project • Between 2000 and 2005 I was part of the senior Leadership team (Quasi business management board) fulfilling the role of Preconstruction Manager (PCM)/Technical Director for a business unit set up to provide open-book construction delivery service to a Housing Association client (Circle 33/Circle Anglia).Key Achievements • Our team was two years running the most profitable business in the Willmott Dixon Group (As a percentage to Turnover). • No tender work but able to demonstrate with independent verification that delivery was 7% lower than market • We successfully delivered the regeneration of Priory Court in Walthamstow, (both new build and refurbishment), and the Tower Hamlet HAT regeneration programme at the time the largest build project in the Willmott Dixon portfolio.

Joined the business from University and work on preconstruction design management services on residential development projects varying in size from £2 to £9m