I was responsible for the identification, ownership, management and implementation of the acquisition process where Benchmark Capital bought a shareholding in a business, as well as the strategic development of our acquisition proposition. This included all commercial activity surrounding the acquisition (financial analysis, due diligence, legals, risk management etc), supporting the transition process and the monitoring of performance against financial and operational plans.Benchmark Capital completed 100% business purchases as well as majority and minority equity investments. The company also offered client-bank purchases to support the growth of our own IFA offering, and debt finance to appointed representatives using our softwareI was responsible for writing the "acquisition framework" for Benchmark, which was supported and approved by our ultimate parent company, Schroders plc.Benchmark Capital encompasses six market-leading businesses that power and support growth for companies operating in the wealth management and financial services industry. We bring together the jigsaw pieces of a fragmented industry, with best-in-class technology solutions, discretionary platform and support services providing competitive advantage to over 130 national and regional firms.Aspect8: multi award-winning, whole of market chartered wealth management firmEvolution Wealth: restricted market financial planning firmBest Practice: award-winning network support organisation for chartered IFA firmsCreative Technologies: provider of market-leading technology solutionsFusion Wealth: discretionary platformFusion Funds: sophisticated multi-asset solutions on fee-free platform

Non-executive director for an IFA business that Benchmark Capital had made a minority investment in. My role as NED was unpaid, and I offered independent, impartial support to the board and owners of Kellands, as well as specific sector and wider business experience and knowledge.

Non-executive director for an IFA business that is majority owned by Benchmark Capital Limited. An unpaid role as part of our investment, I offered independent, impartial support to the board and owners of Redbourne, as well as specific sector and wider business experience and knowledge.

Leading a team of 15 Private Relationship Managers based in Inverness, Thainstone, Aberdeen, Dundee and Edinburgh. I was responsible for personal and team development, and supporting the relationship managers to ensure that the customer experience is second to none. I worked closely with Heads of Centre to drive activity; mortgage drawdowns; other debt opportunities (overdraft, asset finance, partnership loans etc); deposit origination; new to bank customers; income generation; and balance sheet growth. I had a business development responsibility, attracting new clients and growing our business through customer focussed sustainable activities.I sat on the national Private Leadership Team for Clydesdale and Yorkshire Banks, driving strategic relationships and supporting projects to enhance the overall Private Banking proposition.

I was a member of the leadership team in the Aberdeen Business and Private Banking Centre, supporting four Private, two Small Business and five Commercial relationship managers. We looked after around 2,750 personal and business customers, and our commercial customers had turnover up to £25 million annually and borrowing requirements of up to £10 million. We also supported a range of specialists in the Aberdeen Centre, including business development; asset finance; invoice finance; treasury; international; and payments. We worked closely with our colleagues in the Retail function, with a strong CSR agenda.

I managed a portfolio of around 100 business customers, providing relationship management for all borrowing and deposit requirements, as well as providing administrative support and access to a range of banking specialists. My lending book covered all major products such as working capital, term debt, asset finance, invoice finance etc. My portfolio of customers operated in a wide range of sectors, with a concentration in oil and gas services, but also including manaufacuring; fabrication; hospitality; property; print services; and sub-sea

A varierty of roles between 1999 and 2007: (1) supporting a director in the management of high value property connections; (2) supporting a director in the management of trading business; (3) leading credit training courses for colleagues; and (4) internal communications