SEA is one of five independent businesses within Cohort plc, an AIM listed company. It provides electronic systems and software to the Defence, Transport and oil & gas markets. As MD I was responsible to the Cohort board for the strategy and operation of SEA.Key Achievements:• Implemented a major change programme, which has resulted in a significant improvement in the businesses performance• Grown profitability from break even when I took over, to just over 15%.• Successful disposal of a non-profitmaking division• Successful acquisition and integration of a business.• Development of multiple product strategies for the business.• Successful in developing market position in export markets (SE Asia, Australia, Canada, US, South America)www.sea.co.ukwww.cohortplc.com

Circle is a Health care company founded in 2004, to deliver health care in a new and innovative way. Circle Bath is its first private, purpose built Hospital which opened in March 2010. As the CEO of the Hospital, I was responsible for its day to day operation as well as driving the growth of its revenue to meet the agreed business plan.Key Achievements:• Registration for operation and safe opening of the hospital• Building relationships with local consultants• Building hospital team including the Executive Board

The Air Systems Division is one of six divisions within the group and provides air space management and security solutions to the civil and defence markets. Key capabilities include Air Traffic Management, Military Air Command and Control, Radars and Weapon Systems. Internationally the division has a turnover of 1.8B Euro.In my role I had P&L responsibility for the division’s four UK business units, which have a combined turnover of £180m and employ circa 1200 people. • Missile systems, based in Belfast • Missile electronics, based in Basingstoke• Air Operations, based in Wells• Air Traffic Management, based in ChessingtonKey Achievements:• Built a cross unit UK management team and through this developed cooperation between the business units.• Re-developed strategy for the missile business, which resulted in > 10% growth over the three years and > 20% growth over inherited business plan.• Secured funding (circa £1.5m) for and launched development of new products.• Negotiated Thales’ position as a prime contractor in Team Complex Weapons(A UK MoD initiative to partner with key prime contractors).• Lead Thales’ re-entry into the Civil Air Traffic Management market in the UK• Defined and implemented strategy for Thales’ weapons business to enter the US, including recruiting key staff and identifying potential acquisition targets.• Raised profile of Thales’ Air Systems business in the media

P&L responsibility for the Air Operations business unit, which is one of the UK businesses within the Air Systems Division. The BU had a turnover circa £30m employing 300 people. This is a software and systems business, providing Air Command and Control and Air Base Mission Planning Systems, mainly to the UK.Key Achievements:• Built business from ex-Racal unit• Developed and implemented strategy which grew turnover and profitability by 50%• Implemented process improvement which lead to the achievement of CMMI level 3

The Command Information Systems business was origonally one of the business units within Racal. It transferred into Thales when Racal was acquired in 2000.My responsibility was to improve project management competence and project deliveryKey Achievements:• Implemented a major project management improvement programme, which included, new processes, dedicated training and new tools.• Instrumental in turnaround of key programmes• Key sponsor of change programme for the business.

The GEC Marconi Sensors was the company’s centre of excellence for Thermal Imaging and sensor systems, which it applied to Land, Sea and Air applications. I was sponsored by GEC Marconi while I studied for my degree and after graduating, I joined their electro optics business in Basildon as an electronics engineer. During the following years I progressed through a number of roles including software development and integration management, before specialising in Project Management.My last appointment was as the business director for their Land business unit