Leading a commercial function in working alongside the operational teams to develop the Advinia's group commercial strategy, key initiatives, processes and ways of working to maximise their commercial performance across a residential care home portfolio consisting of 36 homes.The role consists of key strategic responsibility for i) Sales & Occupancy ii) Marketing iii) Food & Dining iv) Housekeeping and v) Activities.

Operating FSHC & brighterkind residential care home portfolio’s, consisting of 253 care homes with over 16,000 employees. Leading a commercial function of 32 people covering i) Sales/Occupancy ii) Food & Dining iii) Housekeeping iv) Activities and v) Dementia training team.Sales & Occupancy;* Drove occupancy recovery and growth from 79.3% to 83.6%. Year-on-year admission uplift of 22%.* Increased conversion from Enquiry to Admission from 27% to 30%.* Implemented contact centre service - enquiry growth 7,437 to 21,595 per annum. * Drove carehome.co.uk strategy improving scores in FSHC from 8.5 to 9.2 and BK from 9.5 to 9.7.* Developed and rolled out commercial revenue strategies and guidelines for both brands. Increased Average Weekly Fee from £786 to £1,044 (+33%).* Recruited Business Development team and implemented a 3-tiered focus home strategy with incentive scheme for Business Development Manager’s and Home Manager’s. * Developed and implemented 9 mini sales & marketing training modules to improve commerciality and upskill operations teams to own and drive their sales & marketing performance.* Designed, built and rolled out new bespoke internal CRM system. Included HM task list enabling a proactive approach to sales funnel management.Hotel Services; * Led & managed move away from outsourced F&D offering (Elior & Compass) to internal strategy and offer. * Re-negotiated brakes £12.5m commercial procurement deal generating a £2.5m saving over 5 years. * Successfully negotiated and implemented new £750k commercial cleaning contract. * September 2023 won National Association of Care Catering Awards ‘Catering Team of the Year’.Activities;* Created our own sector leading activities ‘Magic Moments App’. Key benefit allows evidencing of resident engagement & interaction to external regulatory bodies CQC and Care Inspectorate.Dementia training team;* Nominated finalist at 2023 National Care Awards for ‘Business Initiative of the Year’.

Management and full accountability of the end-to-end sales process and delivery of occupancy and private mix budgetary targets alongside Customer Service Director role and responsibilities.* Recruited and deployed a Business Development team with clear strategic and commercial goals.* Sourced and rolled out a contact centre service with clear service level agreements and key performance indicators. * Increased brighterkind occupancy % from 87% to 89.1%.* Increased private mix from 47% to 52.6%.* Increased Average Weekly Fee by £213 (£768 to £981) and private fee movement from £918 to £1,112.* Top line revenue growth from £150m to £169m and EBITDA growth from £24.5m to £30.8m.

Strategic development & delivery of i) Food & Dining ii) Recreation & Activities and iii) Caring Partners schemes across 70 care homes in the UK and Jersey.* Managed commercial expenditure budget year-on-year continually not exceeding £5m budget.* Developed and implemented brighterkind food management system and kitchen risk assessments to meet and comply with regulatory protocols.* Designed & implemented menu and recipe cards with nutrition & allergen information twice a year to ensure balanced and nutritional food offering in all homes.* Created & rolled out Food & Dining service standards training and support materials including videos, pocket guides and training manuals to all homes through train-the-trainer workshops to ensure premium and consistent offer.* Moved EHO group compliance from 80% of homes with 5* or Pass ratings to 93%.* Created and rolled out our own activities brand ‘Magic Moments’ including brand guidelines & materials as well as strategy, framework and toolkit to promote and deliver professional offering. * Sourced and implemented partners to improve resident wellbeing i.e., Visioncall and Amplifon services.* Developed, rolled out and managed customer satisfaction and employee engagement programmes.

Newly appointed role at one of the leading UK independent providers of health and social care services with over 24,000 employees and a revenue turnover of c. £800m. Working directly with Group & Divisional Senior Exec teams to develop & implement Customer Service Strategy across 4 operating divisions; i) Residential Care Services ii) Domiciliary Care iii) Healthcare and iv) Mental Health. * Sourced and appointed external contact centre service specialist. Defined call handling processes & MI tracking to manage all Care UK sales enquiries across all divisions.* Grew total traffic from 33,600 contacts in Year 1 to 48,000 Year 2 with improved service level from 90% to 92%.* Improved Residential Care Services conversion from enquiry to appointment from 12% to 60%.* Improved Community Services conversion from enquiry to appointment from 10% to 37%.* Project managed the creation and deployment of a new bespoke B2C Customer Relationship Manager system & database capturing B2C enquires to provide improved visibility of end-to-end sales conversions & metrics.* Managed internal/external IT specialised teams to build Application Programming interface between Salesforce, CareSys & Coldharbour.* Developed dashboards and ‘real time’ reporting portal to enable drill down analysis of key end-to-end sales metrics.* Designed and rolled out ‘The Care UK Way’ cultural & behaviour change programme. 15 modules/supporting materials, coaching/activity cards, colleague passports, audit & e-learning programme.* Built Sales & Marketing Toolkits with strategic framework for Residential Care Services, Community Services & Mental Health. * Designed divisional Customer Satisfaction Programmes to listen to our customers to improve service delivery.* Designed & launched Customer Service Training for all Managers for all divisions.

Accountable for the development and implementation of an operational excellence and customer service programme across all hospitals. Key achievements:-Defined the patient journey for i) Inpatients ii) Outpatients iii) Discharge iv) Post Op care.Created ‘standard operating procedures’ and support materials for i) Enquiry Process (Hospitals & National Enquiry Centre), ii) Reception iii) Car Parking iv) Pre-admission v) Discharge vi) Consulting Rooms vii) Hospital Wards and viii) Revenue Capture & Maximisation along the Patient Journey.Developed and roll out an ‘Operational Excellence Audit Programme’ – KPI on hospital balance scorecard:- Year 1 – delivered national score of 82.5% versus KPI of 75%. Year 2 – delivered national score of 84.6% versus KPI of 75%.Developed and rolled out Customer Service Training through a ‘train the trainer’ programme.Additional Achievements:-Interim Sales Director - Sept 2010 – Dec 2010 - developed and roll out Primary Care Sales Team ‘Ways of Working’ and new GP Engagement Strategy; * Managed 58 Primary Care Managers launching KPI metrics, target accounts and new commission structure.Self Pay Project Management - direct to GP & consumer marketing to trial price positioning in the market place; * 3 month trial delivered 154 enquiries, 43 apts @ 28% conversion rate for 4 hospitals. * National roll out - re-aligned all hospital self-pay pricing for top 21 procedures (80% of core revenue). * Developed new consultant contrctual agreement and implemented sign up process. * Created marketing campaign & engagement toolkit for PCM's to sell self-pay message to GP's & Practice Managers.

Dual role as General Manager of the Cardiff club and continued to oversee and manage Brand Standards programme in association with an external agency.Key Achievements: * Best net gain performance of 573. 5th largest (7,667 members) in DLL Estate to the 3rd largest (8,240). * Delivered YOY profit growth of 10.9% - 11% growth in operating income, showing growth in every income stream. * Delivered and exceeded sales targets 12 out of 12 months with a 20% improvement in New Member Sales YOY. * Year-end KPI's exceeded budget in Brand Standards, Health & Safety, Like for Like Sales Growth and Profit Growth.

Developed brand standards in David Lloyd Leisure across 59 clubs in the UK and 10 clubs in Europe as well as multi-site management of two ten pin bowling facilities and an 18 hole golf course. These turnover in excess of £2.4 million with 120 members of staff. The role also involves the management of the Head Office Member Relations team who deal with all member correspondence for the whole of the David Lloyd Estate.Key achievements: * Exceeded budget in all cycles for brand standards measure. National Year end performance = 82.1% versus budget of 78%. * Successfully rolled out Brand Standards in Holland, Belgium, Spain and Dublin. * Exceeded Centre Contribution budget by £71k and delivered £20k YOY profit growth across both Tenpin Bowling facilities 2006/07 in what were previously declining businesses. * Delivered a £9k YOY profit growth at David Lloyd Airlinks Golf Facility. * Co-ordinated and managed the disposal project of Airlinks from David Lloyd Leisure portfolio.

Key Achievements: * Highest staff 'VIEWS' survey results with 90% satisfaction, personally scored 97% "the GM gets the job done". * FY 2005/06 exceeded Centre Contribution budget by £74k. * Year-end KPI Measures exceeded budget on Team Turnover, Health & Safety, Member Count and Profit Growth. * Grew member count by 152 heads - 3,955 to 4,107 and delivered net gain performances in 10 out of 12 months.