New role consisting of introducing our group key accounts to the many disciplines that HF have to offer.Role also includes face to face client meetings on KPI management.Supporting large UK wide clients through strategy multi discipline agreements.Long term life cycle projectsSupporting clients through KPI management on reactive / project worksClients ranging from breweries with 300+ sites to FM clients with multiple buildings and school contractsHighlighting weaknesses in client disciplines and promoting in house disciplines to cover these shortfalls

New role consisting of introducing our group key accounts to the many disciplines that HF have to offer.Role also includes face to face client meetings on KPI management.Managing F&S discipline within a larger group portfolio.Team consists of 15 dual disciplined engineers, 3 field supervisors & 2 service desk / admin staff.Initial role was to grow portfolio within fire division. Turnover in 2011 was 750K now in 2017 1.8million.This growth was produced organically through training throughout all the above roles, engineers were made aware of multi - disciplined agreements that we could provide and i introduced an incentive scheme to keep them interested.The largest part of the role was to be client facing with the supervisors to make them aware of what was expected from them within their role as well as what we could offer to the client within the group portfolio.We bedded in the security division 3 years ago to provide the support and requirement that our clients were looking for, this again is growing at a good pace.

During this period I have been involved in many roles culminating in a sales management role for the last 5 years.; Role was to lead a team of 14 Fire / Security Sales heads and hit all KPI's, this role involved:Monthly Forecasting ReviewsMonthly 1-2-1'sMonthly Performance ReviewsMonthly Sales MeetingsDisciplinary / Performance MeetingsMid - Month Forecast MeetingWeekly Performance Reviews Against ForecastWeekly Conference Call To Review Numbers And Put Plans In Place To Cover Any ShortfallDaily Activity Management Of KPI'sDaily Quote AchievementOrder AchievementMaintenance / Organic Growth AchievementField CoachingKey Client MeetingsBiggest AchievementProject managed the combined Fire & Security Service / Sales team on Glasgow City Council Tender, we duly won this prestigious tender and the works involved are £4,000,000 over 3 years with a possible 1 year extension. This is the largest tender award in Scotland and involved pushing and focusing the team to work together to achieve this outcome.

Role involved managing a team of 14 sales heads covering Scotland and the North East of England. Duties included all items above but in addition:Interviewed and Recruited sales headsLed Sales Induction Training Throughout The UK For All New Sales Heads Coming Into The Business. This Involved Travel And Was Usually Around 1 Week Every 2 MonthsAttending National Seminars To Discuss Best Practice On The Way Forward For Sales HeadsBiggest AchievementsBuilt this sales team up from an under performing team to a hungry, professional and achieving group of individualsSales growth in 2009 and 2010 up year on year 15%2011 sales YTD up 35% against 2010Organic growth achieved year on year 4%2011 organic growth YTD up 20% on previous yearIn 2010 I had 3 sales executives in the top 10 for the UK on sales ( 140 sales heads )In 2010 I had 2 sales executives in the top 10 for the UK on maintenance winsKept sales headcount at budget level and achieved 0% attrition of sales people in 2010

Scotland 2003 - 2006Role was to achieve organic growth whilst maximising opportunities in existing business within blue chip clients, this role involved:Strategic planning and implementation of key sectors to achieve large wins; Power StationsManufacturingConstructionFacility Management CompaniesIntroduced single point of contact system for existing clients who were getting frustrated at what they felt was a faceless organisationIntroduced a lead sharing scheme to generate extra business from other resources within companyIntroduced cross selling management meetings with heads of department to discuss future / in progress jobsEnsured all existing blue chip clients had meetings arranged with myself at least every quarterSkills required for this role:Ability to discuss at senior level available business requirementsAbility to keep margin at high level through quality and valueProduct knowledge at high level Introducing client to new products that can help their business needsTime management / diary managementRappor building at all levelsMental strength with a positive "can do" attitudeBiggest AchievementPutting in place a smart system that enabled the business to maximise as many new opportunities as possible.Putting in place a customer focus system saved a lot of existing businessWinning awards through Public Sector tenders - Orkney Islands Council - £250,000+ over 3 years ( still hold main contractor status )NHS - Glasgow - £300,000+ over 3 years ( still hold main contractor status )

Role involved growing organically company portfolio through introducing different revenue streams to new and existing clients.This was a challenging role as I had to learn a new product range very quickly and get in front of as many large companies / councils / organisations as possible.All the skills listed above were involved in this role but this is where I really learned about how to engage with the Public Sector and large operations. I was generally self sufficient in this role as the company created it for me and left me to get on with things in my own way. I set up most of the systems to work smart. I split my day into sections and the main part of the day 10am - 4pm was always customer facing, the hours outwith this was either admin duties or tele-appointing for meetings. I tried to aim for 4 quality appointments per day and generally achieved this ratio, if things were slowing down I would generate new enquiries by going on the phone or target cold calling.Biggest AchievementAchieved organic growth every year through selling multi - disciplined maintenance contracts and selling new product portfolios.Base grew rapidly and we had to employ a further 2 service engineers to cope with workload.

Company acquired by Wormald Fire Systems in 1998 )This role was ensuring that all contracts in your designated postcode were serviced on time. The role also involved upselling whenever required.The role dealt with existing clients and making them aware of any changes to legislation that may affect their business.