A new business, Miroma Leisure owns/operates 5 venues in London, with a turnover of over £8m as well as provides consultancy, to bars, resturants and clubs. Engaged in turnaround positions for small to mid sized lesiure operators. I am responsible for all operations, from P & L management to legal compliance of the core businesses. The sister company, Miroma is a media barter company, last year voted 23rd fastest growing UK Company by the Sunday Times Fast Track.

Reporting to the president, I provided consultancy for three leisure businesses in Ontario, Canada. The London Tap House venues are multi-bar operations with a capacity of 850, in three cities. I created a business strategy focusing on their day to day operations, management structures, cost control and sales driving. Lead implementation and change management through seminars, on the job coaching and conference calls.

A head office based role, reporting to the HR director, I managed 13 direct reports and 3 external training companies. I was responsible for the scoping, budgeting and implementation of training programs UK wide. With £110m turnover, 39 bars, clubs and restaurants, 2000 staff and managing several projects, it was a challenging position. It was a target driven role, with the outcome of training measured through the impact on sales, profit, audits and/or mystery shopper/caller results where possible.

Promoted to this role, reporting to the operations manager, I was managing the Tiger Tiger brand, responsible for 9 venues across the UK. It was a head office based role that required frequent venue visits across the UK. The role encompassed a wide range of initiatives from the development of the Tiger Tiger brand, through implementation of operational systems and local marketing to management of the venue's P&Ls.

Promoted to this role, I oversaw training in Urbium. I was responsible for development and implementation of centrally based courses and supporting the training manager. The main aspect of the role was managing all training aspects with regards to new openings (there were 9

A single venue manager (1500 pax), I oversaw 5 managers and 50 staff. I was responsible for all aspects of this £3 million (annual turnover) business. From profit and loss statements to maintenance.

Reporting to the General Manager, this role encompassed recruitment, training, banking, overseeing gambling services, stock management and manager development.