Operating responsibility for all care services.

Oversee a portfolio of 8 senior living nursing and residential services across Essex, Kent and Greater London. Drive continuous care quality and improve financial performance against commercial objectives. Maintain and/or improve CQC ratings.

Attain CQC ‘Good’ rating for provider after initial inspection. Revise policy & procedures Review of all care standards and documentation. Devise & introduce company business plan.

Field based role covering London, Essex, Herts & Bedfordshire. Responsible for sales of ArjoHuntleigh’s extensive medical equipment range and solutions to existing and potential customers. Attain sales to surpass KPI targets and increase market share. Working with customers in NHS Trusts, Private Hospitals, equipment loan stores and care/nursing homes.  Achieved excellent sales results in group (2nd highest performing account manager: medical beds, mattresses, hoists & medical ward equipment) 2018/19 Eager to achieve: Prospecting: developing new business: sales funnels Fully adept in Salesforce software platforms: opportunities/forecasting/business plans Knowledgeable on all key Arjo Huntleigh products and systems: MBTS VTE Excellent relationship & rapport with Key accounts: NHS/Private hospitals/Hospices across London & South East Became a customer ‘go to person & provider of solutions’ for repeat sales & support Skilled in cross-selling/upselling and brokering commitment agreements Deliver product training & teaching to Nurses/TVNs/Consultants/EBME & anaesthetists Interdepartmental working: Sales: Rental: Service: Spares Proficient in extensive equipment auditing throughout NHS Trusts & Private hospitals

 Oversee a portfolio of 7 senior living nursing and residential services across Essex, Suffolk & Hertfordshire  Tasked with increasing output and commercial success whilst ensuring all statutory operational requirements are adhered to.  To grow the region's services and reinforce the company’s brand in the market. Devise & action individual business plans per home  Drive continuous quality and improve financial performance against commercial objectives  Inspire, support & build a competent and highly driven team of home managers to effectively lead and deliver results  Oversee, manage and commission newly acquired homes into the Caring Homes group

Oversee operational transfer of Ex-Suffolk County Council residential homes to Care UK following successful tender process. Ensure all statutory operational requirements are adhered to. Drive continuous quality and financial improvements.Building a competent and highly driven team of managers to effectively lead, manage and deliver. Develop deep relationships with current purchaser and grow strategic opportunities to deliver and maintain income streams.Ensure all financial contractual obligations are met in order to avoid financial penalties. Monitor performance of the contract to ensure purchaser/provider adheres to their obligations.Decommission Ex-County Council homes. Oversee, manage and commission new Care UK homes to replace existing County Council residential stock: (60 Million Investment). Plan and manage voluntary redundancy process where required.

 Responsibility for revenue, sales growth, cost and margin control  Monthly, quarterly & annual financial goal management  Develop, implement and review two year rolling business plan  Responsible for development, operation and improvement of the business  Commission new services and reorganisation of existing facilities  Developing the Precious Homes Ltd brand: segmentation, positioning and market gain  Driving company growth and future expansion

To grow CuroCare's portfolio of intensive rehabilitation, recovery based services and continuing care services within a 3-4 year time frame. Overall responsibility for day-to-day group operations. To provide direction, cohesion and clarity and to maintain vision of organisation in relation to business plan. Oversee group delivery of health and social care services.To work in partnership with commisioners and key stakeholders in the supply of new services. Direct acquisition and growth strategy in accordance with business objectives. To acquire strategic land and site development opportunities. Anticipate impact of future changes and implement change. To lead board of directors on strategic/tactical and operational management. Responsibility for revenue, sales growth, cost and margin control. Monthly, quarterly and annual financial goal management: Track and surpass EBITDA targets

 Responsible for 1000+ operational staff (10+ Elderly care Homes) and compliance with all regulatory procedures and financial management.  Staff retention - manage payroll budget % versus income  Strategic day-to-day overview of quality.  Identify new business development opportunities and monitor corporate competitors as well  Made good all embargoed homes considered ‘unfillable’ - private fee-paying residents subsequently admitted.  Drafted specialist marketing plans for the region. Developed occupancy growth strategies and lead on repositioning and rebranding some homes within the portfolio.  Successfully increased occupancy by 19% in 10 months and worked diligently to establish rapport and credibility with all major purchasers resulting in increased occupancy and higher fee rates.  Virtual eradication of agency staff; to keep payroll % costs within budget  Developed high morale in my team: I lead by supporting and motivating; driving individual performance with outcomes.