Full management responsibility of this highly esteemed specialist subcontractor providing aluminium glazing facades to the UK market. This included strategic and operational leadership, governance, compliance, HR and process improvement. Joined shortly following the departure of shareholding operational directors who had retired following 20 years of service and led change and modernisation within a long-established culture. • Overcame resistance and won the trust and engagement of the workforce through active listening, identifying needs and challenges. Successfully led change to modernise this previously very traditional business. • Led transition from outdated legacy system to a new fit-for-purpose accounting system. Introduced a range of other processes, procedures and software in alignment with business needs and ensured they were embraced and utilised effectively. Delivered vastly improved visibility of financial performance and strong controls. • Introduced new client base, addressing lack of middle-sized contracts.• Led largescale HR project to update job descriptions and contracts of employment and standardise benefits ensuring full regulatory compliance.

Led the northern region of this construction sector sub-contractor, accounting for c. £30m annual turnover. This included two commercial teams based in Glasgow and Scotland and delivering major projects of up to £10m in value within challenging operating conditions. Served as an essential advisor and sounding board to the managing director. • Established stability within commercial teams. The role of commercial director had been absent for the 2 years previous, with managers operating autonomously. Overcame resistance and silos on arrival to build trusting relationships and team unity. Then standardised operational processes and reporting and introduced weekly productivity tracking. Overcame previous friction and culture of blaming to establish improved accountability and collaboration between commercial and delivery teams. • Turned around unreliable financial reporting to empower senior level decision making through clear and precise data insights. • Drove major improvement in profitability through successful negotiation of two key accounts. Rebuilt seriously deteriorated client relationships leading to the possibility of significant contra charges and financial claims and determined a financial settlement to a high degree of partner satisfaction.

Led process and procedure improvement to achieve key accreditation of this construction materials SME with a turnover of c. £20m. • Introduced necessary processes standards and compliance to achieve Achilles BuildingConfidence accreditation, CHAS, ISO 9001 and ISO 14001. This covered HR, supply chain and SLA agreements with contract suppliers.• Drove unit performance and profitability through supporting strategic change.

Led the development of this commercial aluminium glazing start-up, providing strategic and operational leadership to establish effective governance and compliance. establishing all key processes and procedures both commercial and financial. Also managed relationships with employees, clients and suppliers.• Led growth from start-up to turnover of £3.7m.

Established synergies within sister business units, maximising PLC opportunities. Led roll-out of business process design methodology across various business units, enabling standardised ways of working.