Member (Overall Governing Authority) for the Queen Elizabeths Multi-Academy Trust, Derbyshire.

Deputy Chairman, Non-executive director and trustee. Member of Remuneration Committee.Strategic guidance and 'critical friend' role.

To offer guidance, support, expertise and an objective external perspective to the Board on the key matters of Family, remuneration policy, business strategy, operational management, organisational structure and development, commercial and financial affairs and risk management.I chair the Remuneration Committee.

Business coaching consultancy which specialises in performance support for senior managers and leaders in businesses and organisations undergoing change.Practice covers coaching for executives and emerging managers. Individual and group coaching. Particular emphasis on leadership development.Also, business strategy development and operational change implementation.Clients in: healthcare, law, theatre, education. digital marketing, brewing and pub retailing.

Working with a wide range of clients from the UK and overseas, including non-profit organisations. Responsible for delivering Leadership in Management and Leading with Impact courses in collaboration with a Course Director. Facilitating, tutoring, managing the experiential learning for delegates.

Corporate governance, liaising with family shareholders, establishing board procedures and setting up regular board meetings. Working with the operational team to focus on key strategic priorities. Liaising with external advisors and freeholders to re-negotiate head lease for building.

Governor of MMU.Main Governing Board plus member of Marketing and Recruitment Committee and Finance & Resources

Working on HR strategy and development.Chaired Marston’s PLC Environment & CSR Committee since 2009. Achieved Carbon Trust Standard, FTSE4Good and Investors in People accreditation. Managed key relationships with Drinkaware/Portman Group.

Devised and implemented the Marston’s beer brands marketing strategy for both on-trade and off-trade; this centred on two drive brands, Hobgoblin and Pedigree, supported by a clearly differentiated range of regional brands through five local breweries. Control marketing budget of £5M.Achieved and built on premium beer market leadership in pubs and supermarkets. 25% share in premium cask and bottled ale. Developed independent free trade sales strategy at Marston’s Beer Company investing in two new regions at a cost of >£1.5M, which contributed to turnover growth in excess of 11% and ROI of 35%.Exceeded Beer Company profit budgets in 2008, 2009, 2010 and 2011, despite continued decline in beer market. Developed and launched fastcask product format initiative, which now accounts for 30% of production and has grown distribution by 15%.Fully responsible for risk assessment and control governance procedures across brewing and tenanted pub operations. Provide core risk management information and mitigation planning to Board. Handled the Jennings flood crisis (2009) as Board lead. Back in production in 12 weeks with no loss of sales.

Main board director involved in the successful acquisition and subsequent operational integration of various brewing and pubs businesses, including valuation, strategic positioning, financial justification, due diligence and negotiation of:o Ringwood Brewery (£18M, 2007), Eldridge Pope (£156M, 2007)o Sovereign Inns (£20M, 2007), Celtic Inns (£43M, 2006)o Burtonwood Brewery (£168M, 2005), Jennings Brewery (£73M, 2005)In addition, responsible for the disposal process, as part of managing estate ‘churn’. This included identifying, justifying and negotiating the ‘tail end’ disposal of 279 tenancies to aim for £82M in 2007, ahead of the smoking ban. These acquisitions and disposals resulted in a higher quality estate spread wider in England and Wales.Developed operational strategy that generated faster yet stable growth in the tenanted pub division. This included marketing proposition, legal agreements, an industry-leading rent assessment process and a pioneering Plain English approach. Profit grew from £38.3M to £47M in year one.Led business process re-engineering for tenanted and free trade operations, including hybridisation of senior management roles. Integrated both Beer and Pub Company businesses: combined turnover £226M, profit £82M, headcount 1016. Developed overall project plan, formed and led transformational task groups and reviewed progress for board. The project included: closure of Burton office, redundancy programme and relocation of staff to Wolverhampton. Savings achieved £1.5M through gains in productivity and the centralisation of key functions.Member of key team that successfully defended hostile takeover bid in 2001. Subsequently earned promotion to the PLC Board. Delivered the divisional business review to sector analysts and investors as part of the twice-yearly results. The business was securitised in 2005 (£805M) and undertook a rights issue in 2009 (£165M). All transactions have involved presentations to key advisors and investors.

Responsible for the brewing, brand marketing and sales operations (free trade, take home, national accounts and export). Also ran logistics operation, distribution, cellar technical services.

At process measurement and control systems company (Canongate), opened and grew important new markets in China, South America, USA. Revamped entire product range including industrial design and marketing campaigns. Changed Company culture from nerdy high-tech to customer-focussed on the world’s leading brewing, distilling and beverage companies. Turnover doubled to £6.5M.Worked with S&N Board to prepare Canongate Technology for MBO (completed in 1996). Dealt with 3i investors who took 28% stake.

Grew Beck’s Bier at S&N into the sector’s leading premium packaged lager through a innovative campaign based on art sponsorship. Handled brands marketing management for McEwan's Lager, Harp, Kestrel. New product development, marketing services, media planning and marketing asset management. Budget £6M.

SBM on Shredded Wheat and Cubs. Advertising, sales promotion, PR, media, budgetary planning and control. NPD. TV advertising including 'Mr Perky' campaign - rather less memorable than "bet you can't eat three'.!

Worked on Krona margarine and involved in thr NPD and launch of Elmlea non-dairy cream.

Graduate trainee then Account Exec; learning the basics on clients such as Flymo, Mars, Flora. Field sales promotion.