Leading a business that delivers critical leadership skills, executive support and working capital solutions to small and medium sized enterprises. The company provides the following services: • Developing and delivering corporate strategic plans • Formulating working capital solutions• Equity restructuring and providing investment solutions• Business turnaround and restructuring advice• Commercial support for restructuring, acquisitions, disposals and mergers• Corporate and project dispute support• Developing growth plans with existing boards

Leading a business that delivers high integrity precision engineered manufactured goods and services in to complex, high hazard and secure environments. The key responsibilities and achievements included:Providing leadership and clear direction for the Group.Overall responsibility for the management of the Group. Setting budgets with each board of directors and ensuring delivery.Set a turnaround strategy for the Group and gain the support of the bank and major shareholders for the funding required to deliver the plan.Upskill, develop and recruit high caliber directors and executive teams to support the delivery of the strategy.Established robust and standardized control procedures across Group businesses.Removed the divisional structure reducing costs and centralized support functions such as Finance, Human Resources, Procurement and Health & Safety improving efficiency, communication and reducing costs by around £2.5m ($3.3m).Leading the disposal of non-core subsidiary, Redhall Engineering Solutions Ltd, to Cape plc for £6.0m ($7.9m).Leading the £8.5m ($11.2m) fundraising in 2015 to provide the capital necessary for the delivery of the turnaround plan. This consisted of £5.5m ($7.3m) of new equity and £3.0m ($3.9m) of debt for equity swap.Driving order book improvements in the core manufacturing businesses with key clients. Forward orders increased in quality and by sine from £11m ($14.5m) to £27m ($35.5m) in two years. Clients included BAES, Rolls Royce, AWE, Sellafield and Crossrail.Leading the £13.25m ($17.5m) fundraising in 2017 to improve the balance sheet and provide the capital to facilitate growth. This fundraising was oversubscribed and placed at a premium to the share price at completion. It consisted of £9.5m ($12.5m) of new equity and £3.75m ($5.0m) of debt for equity swap.

Responsibility for negotiating settlement of many completed legacy contracts which were showing significant losses and causing financial strain.Recovery of work in progress and debtor balances on several distressed current contracts.Establish controls to avoid entering new contracts on onerous terms.Recruit high caliber commercial managers and upskill commercial team.Repair relationships with key customers and improve the quality of forward order book.

Facilitating the strategy with the Board of Directors and oversee the delivery.Supporting management team to improve performance of the businesses.Overseeing the turnaround from £2.1m ($2.8m) loss to £0.5m ($0.7m) profit in two years.Working with the bank to reduce and extinguish debts.Key relationship holder with funders and major clients.

Responsible for integrating the Propencity Group businesses into ISG plc’s business.Responsible for working with the plc board to set the UK Construction and Property Divisional strategy for the enlarged Group. Manage the cultural change and resource requirements for the businesses being integrated.Providing commercial support for corporate activity.Merge UK fit-out businesses to drive efficiencies.

Provide overall leadership for the Group and set the culture of the business.Set and deliver the post-MBO de-gearing strategy for the Group reducing overall debt from £22m ($29m) to £7M ($9m) in 2 years.Secure and maintain long term client relationships with major blue-chip clients. Establish a Property Development business in the South of England, Jackson Projects Ltd, which became a major profit contributor to the Jackson brand.Lead the disposal of Propencity Group to ISG plc, a fully listed public company, crystallizing significant profits for shareholders and funders.

Provide leadership and direction to the Construction Division, a £200m ($264m) revenue business.Sat as Chairman on all Construction and Property Development Company boards.Establish a growth strategy for the Construction Division consistent with the Groups overall business plan.Overall responsibility for the management of the construction businesses. Setting budgets with each board of directors and ensuring delivery.Provide commercial due diligence and lead the contract support to the following corporate acquisitions:o Acquisition of Jackson Group plc, a listed public company, in 1999 for £18.3m ($26.5m)o Acquisition of Eve Group, a listed plc, in 2000 for £47.5m ($68.9m)o Acquisition of Dean & Bowes for £0.3m ($0.44m)o Acquisition of First Engineering for £65.3m ($94.7m)Communication with key stakeholders.Ensuring effective risk management and governance by boards of each business in the division.Leading the Management Buy-Out of the construction and property development division from Peterhouse Group plc.

Lead the business turnaround and growth strategy that increased revenues from £12m ($17m) in 1992 to £40m ($58m) by 1997, and on to £90m ($130m) by 2002. At the same time the company grew from losses of £0.3m in 1992 to a profit of £1.4m ($2.0m) in 1997, and on to £3.7m (£5.4m) by 2002.Built a high caliber team of directors and managers to deliver a program of change.Responsible for high level customer relationships securing partnering agreements with major clients including Aldi GmbH and Whitbread plc.Established the property development business (Totty Developments Ltd.) and the small works business (Totty Building Services Ltd.) which became major profit contributors to the group.Lead role in the construction element of the reverse takeover of Shorco Group Holding plc.