The Cleantech Group, (see http://www.cleantech.com/), is the leading global provider of data, research and events for the worldwide cleantech community. Founded in 2002, it has been instrumental in the growth of the cleantech phenomenon. The Group is very strong in North America and growing ever stronger in Europe and Asia. It is now expanding its activities in other parts of the world; for example, it has recently opened offices in Delhi and Beijing. I am responsible for driving the growth of the group’s activities in Europe.

Role:I was responsible for the Library House Research team, the core operation of the company. I developed the people and processes that enabled the company to provide its information services on Europe's growing private companies. Employee no 7, and a member of the executive team, I was also integral to most aspects of the company’s build – from strategy to sales, from HR to H&S. From 6/04, until the appointment of a CFO in 6/06, I oversaw the administrative matters relating to the office/company. And from 1/07 I started to build a new team to account manage our clients. Results:• Helped Library House achieve 400% revenue growth during my time with the company. I masterminded the growth of my team from 3 to over 20, and the company coverage from 1000 to 13000+• Improved client retention rates by more than 30% within 4 months of setting up the account management team• Played a lead role in some key client accounts, integral to the sale of some £20k + contracts

Role:I took on freelance consulting work whilst looking for a suitable role in a young company. My work could be split into two parts. One part was my involvement in a EC research project funded to develop ways to better measure and monitor the value of so-called intangible assets (such as IP, brands, reputation, etc.). In addition to research, I provided general management services for the project as a whole – planning, organizing, budgeting, liaising with the EC. The other part of my work involved assignments for young technology ventures. An example of this would be my work for a young company with an online assessment tool designed to allow organizations gain insights into what their people understand and misunderstand. This is a tool by which companies can measure and track their knowledge and its application. I was engaged to assess the tool’s utility to the banking industry.Results:• All projects were delivered on time, on budget and to the client’s satisfaction.

Role:I managed a team of 9 people, mandated to improve the profitability of pre-existing relationships with UK corporate customers and the identification and development of new profitable connections. Results:• Improved the group’s revenue by 75% (to £5m) and its returns on capital in 6 months. • Overhauled the performance measurement system with monthly reviews of the key performance indicators and with the introduction of informal 360 degree appraisal reviews.

Role:I was hired to build from scratch, with a colleague, a corporate debt advisory unit to test a new, ‘consultative selling’ approach, very different from the product-led sales approach which, at that time, was typical in the banking industry. We provided advice to corporate clients, from a debt perspective, on issues such as capital structure, sources of capital, and risk profile. Results:• Mobilised a more co-ordinated and integrated sales effort within AA, London by engaging across divisional and departmental ‘boundaries’ which were very marked at that time.• Secured the largest US private debt placing mandate ($375m) for any UK client in ABN AMRO’s history• Promoted to Vice-President, the youngest in London at that time. The unit was expanded in the light of positive feedback from clients, and many other banks started to set up teams to adopt a similar approach.

Role:I identified suitable opportunities for BZW/Barclays to lead the arrangement of a syndicated loan. I would be involved in all aspects of the chain – from initial discussions to formal pitch and pricing discussions through to final negotiations. I handled a wide array of clients – often in acquisition finance (MBO/LBO) situations.Results:• Secured the bank’s first ever loan mandates for an Indian client and for an IT services company.• Was part of the team which was voted “Most Professional Arranger of Syndicated Loans, 1996” by Euromoney Magazine

Role:A series of rotational managerial engagements to learn in action a number of the different businesses and operations within an international bank. Results:• My high level of performance throughout the program was rewarded with a highly valued overseas posting to Miami.