Clerk to a local charity providing grants for young people under 25 for educational purposes

I provide consultancy and interim management services.I specialise in property, facilities and asset management, value for money and organisational change.

Responsible with executive and non-executive colleagues for leading the housing group, through merger and organic growth, from a sound but under-performing organisation into a dynamic, diverse, customer focused group that included: a BAME housing association, a rural housing organisation, three stock transfer associations, a specialist care organisation and a grounds maintenance contractor - a total of 18,000 homes.

Responsible to the Registrar for estate management, facilities management, sport and student residential accommodation at the top English new university with 18,000 students and a turnover of £165m.Achievements:• Developed estate strategy to pro-actively support the vision of the university whilst addressing backlog maintenance and functional suitability, delivering an excellent student experience and reducing space by 43,000m2 (15%).• Led the development of masterplans for the university’s campuses, 2 of which were major developments in the Green Belt.• Led project team for a £135m, 25,000m2, transformational new landmark building that will provide an excellent built environment and a catalyst for change in teaching, learning and research for the university.• Responsible for capital budget of £162m and revenue budget of £65m.• Reorganised the management and delivery of Facilities services.

A Housing Association managing 18,000 properties, part of West Mercia Housing Group; turnover £66m with 650 staff. Responsible to the Group Chief Executive for housing management, profit and loss, performance management, regeneration, regulation, equalities and customer engagement.Achievements:• Merged two companies into a single, cohesive organisation. This was the catalyst for culture change and a relentless improvement in customer and staff satisfaction and performance. • Led the negotiations to financial close for a £370m, major regeneration scheme to deliver 3,500 new homes and community facilities. • Implemented a performance culture that resulted in a reduction of empty properties by 60%; and increased income collection by £750k p.a.• Implemented a customer engagement strategy that improved customer satisfaction by 11% and reduced dissatisfaction by 16% in 15 months.

Responsible to my Board for: management of the contract; customer engagement; and supply chain management.Achievements:• Delivered and operated 2 new health and social care projects, valued at £2.5m-£6m. • Negotiated the agreement for the design, construction and operation of a further 3 health and social care projects, valued at £5-£18m.• Reported to my Board and the public sector board on the financial and delivery performance of the company.

Responsible to the Public Sector Partner for providing consultancy services to public and third sector clients.Achievements:• Reviewed and re-engineered, with its staff, the processes of a government department to reduce its process time by 60%.• Developed an outline business case and masterplan for major expansion of a university. This enabled it to grow, secure funding and develop a new £120m campus.• Developed and agreed a new estate strategy for a national charity to enable them to reduce their operational costs and liabilities whilst also providing facilities that better supported their service delivery.

Responsible to the Vice Chancellor for the estate and facilities of a multi-campus university.

Responsible to the Chief Executive for the estate and facilities of a 900 bed, multi-site, acute hospital trust.

Responsible for project and program management of major capital projects and organisational change programs.