Uptake Strategies offers award-winning, industry leading consultancy to global healthcare companies across planning, strategy, capability and launch. We have worked with clients in every major healthcare market globally, delivering bespoke projects in a variety of therapeutic areas and categories.Our mission is to inspire people to deliver exceptional healthcare performance and to enable patients to benefit from innovative treatments.

* Business Partner to Managing Director of Property & Facilities Services (P&FS), managing a team of 40 finance professionals across 3 sites* Responsible for a £0.9bn P&L; the financial management and control of BT’s portfolio of over 7,500 sitesKey Achievements* Finance leadership of key transformation programmes in P&FS * Outsourcing of facilities and project service activities in £0.5bn transaction, with c.£10m pa of savings * Integration of the property and facilities services businesses and delivery of £4.5m of savings in 1st year * £0.5bn investment case to transform BT’s workplace environment, as part of BT’s Better Workplace programme* Implementation of IFRS16 BT’s £5bn leasehold estate* Recommendation and implementation of material changes to group-wide property related accounting policies - £0.3bn adjustment* Top quartile employee engagement and leadership perception scores in BT

* FD of stand-alone business unit created following the acquisition of BT’s facilities management service provider* Leadership of Finance, Procurement & Contract Management, Payroll and Purchase-to-Pay operationsKey Achievements* Developed the business cases and managed the financial transformation of BT’s in-source of FM and subsequent waves of in-source of property management services and EE’s FM operations* 8%pa avg cost reduction on like-for-like basis over 2012-17, whilst maintaining infrastructure investment and improving customer service performance* Developed suite of P&Ls and supporting management information to promote cost understanding and control within FM Operations and Construction Project Management teams* Introduced a new data analytical approach to asset and infrastructure life-cycle replacement and investment – using time series of survey, fault and asset performance data* Led transformational procurement programmes for catering, print and security guarding to deliver c.£10m pa savings, and category management supplier rationalisation programme that reduced FM suppliers by 80%* Introduced Continuous Improvement programme into BTFS – delivered 20% improvement in colleague productivity, 23% improvement in customer service performance and 10% improvement in operations cost base over 16/17. Within finance teams we delivered : >40% improvement in cycle time and right-first-time KPIs

* Global Financial Controller for a GS’s first “global vertical market” sector, and supporting sector CFO and COO* Financial reporting, planning and analysis for £1.5bn global business* Contract Governance, Control and Compliance* Development of 3yr strategic plan for GB&FM working with sales directors and the COOKey Achievements* Designed and developed of financial and management information reporting using new systems developed to support global contracts and the sector* Introduce the profit improvement process developed in BTW and UK Contracts to underpin £50m savings plan

* P&L and B/S responsibility for a £750m pa portfolio of IT/telco managed service contracts in the financial sectorKey Achievements* Developed a plan to recover sectors’ multi-million pound loss-making contract to profitability and worked with the account team to successfully deliver against the plan, which concluded with a £1bn 10yr contract renewal

* Responsibility for BTW P&L to gross margin and CapEx* Financial and commercial support for major bids, regulatory negotiations, and M&A-based growth opportunities* Leading and coaching team of up to 28 staff* Finance business partner to MDs of Strategy and ProductsKey Achievements* Developed and delivered Customer and Product P&Ls across BTW, and driving clearer financial accountability to Product and Sales leadership teams, and support alignment of priorities across the business* Developed business prioritisation process for cost & profit margin improvement opportunities, and used to engage finance and regulatory expertise to deliver high impact opportunities: >£50m profit improvement in 1st year* Introduced ROI based capital allocation delivered 10% reduction in capital and product development expenditure

* P&L and B/S responsibility for BTW’s £1.4bn Broadband business* Strategy, pricing and commercial analysisKey Achievements* Develop a model of the UK broadband market – BTW, Retail and competitors by exchange. This led to a reassessment of BTW’s strategy in the broadband market, guiding the pricing, regulatory and competitive strategy

Key member of UK finance team that oversaw the development of AOL from a loss-making dial-up internet company into profit as UK’s largest internet service provider (ISP), and the UK’s largest independent broadband network (LLU) investment – and ultimately to the sale of the ISP business to TalkTalk.* Finance Business Partner to ISP Management team and UK CTO. * Development and implementation of profit improvement plans with the ISP business team* Financial lead for strategic development projects – Voice business, investment in LLU Network * Delivered efficiency programmes reducing network and technology costs by 25%* Finance lead for what was UK’s largest LLU Network infrastructure roll-out that gave AOL a step-function improvement in cost bases and business flexibility* Finance lead for the successful launch and roll-out of AOL’s Voice business* Sell side valuation modelling for sale of ISP business to TalkTalk

US-based electronic design software and services company. Management of European commercial finance and order management team for Cadence’s £250m pa European business.* Bid Management & Sales Support – deal structuring and bid support on key tenders for software and services transactions; contract negotiations* Strategic & Financial Planning – development and coordination of 3 year and operating plans* Revenue Recognition - control of new business terms and conditions, and US GAAP and SOX compliance. * Introduced new licensing models to attract SME and “start-up” business, contributing to revenue growth in excess of 50%pa during 2000 and 2001.* Restructuring of sales operations and order management - reduced sales expenses from 12% to 7% of revenue