Stuart Pick Email & Phone Number

United Kingdom

London

• Critical accountable owner for the recruitment, engagement, retention and value growth of Patron, Partnerships, Sponsorships and allocated key accounts, taking ownership for a broad range of activities including.
• Acting as the central point of ownership with high level of knowledge, expertise and insight of Patron, partnerships and sponsorships, known as the specialist in these areas
• Working closely with Events, Community and Member relationships, Communications, Policy, International and IT teams to ensure development of processes, content, services, and comms delivering enhanced offerings, user.

London, United Kingdom

• Responsible for a portfolio of Patron Members and Key accounts, across a large range of sectors including property and construction, transport & infrastructure, international trade, logistics & supply chain.
• Engagement - Through a detailed understanding of their businesses, ensured that Patron members’ and Key Accounts’ needs were identified and met and that they were fully engaged in LCCI activities in a way that.
• Account Management - delivered outstanding client service, building and maintaining close relationships with key contacts and developing a solid, ongoing understanding of member business activities
• Recruitment - recruited new Patron members, Key accounts and Premier Plus members
• Events, Marketing, Policy – Key point of contact with internal teams, contributing to the delivery of the Patron programme, marketing plans, offering development and policy themed influencing work

London, United Kingdom

Membership Renewals: Project Management of membership fee modelling and income generationBudget Management: £1million income and £1million expenditureCorporate policies, procurement, contracting: relationship management between legal, finance, HREffective Board Governance: production and distribution of all board and executive papersProject and Programme.

London, United Kingdom

• Relationship Manager for these Local Medical Committees – key point of contact internally and externally.
• Delivered Committee meetings responsible for negotiating contractual agreements between GPs and NHS bodies
• Acting as the Trusted Partner – principal interface between key clients (the GPs) and Clinical Commission Groups (CCGs), NHS Trusts, local authorities and NHS England.
• Briefing and preparing LMC Members and Chairs.
• Responsible for delivering LMC Committee meetings with CCGs, NHS Trusts and Local authorities.
• Responsible for delivering and chasing up on agreed actions and reporting progress at Committee meetings on behalf of the Chief Executive..Achievements:

London, United Kingdom

• Finance, Community & Children’s Services, Audit and Risk Management, Investment and Staffing Committees and their Sub Committees
• Relationship Manager for these Committees – first point of contact internally and externally.
• Delivered Board meetings responsible for negotiating multi million pound projects and contracts and for monitoring progress against targets.
• Represented the Chief Executive at Board meetings being held accountable for progress on tasks, projects and resolution of issues
• Reported directly to the Deputy Chief Executive, Chief Financial Officer and the Chairmen of these Committees.
• Acted as the “Trusted Partner” – the principal interface between key clients (the elected politicians) and business operations (company Chief Executives, Directors, delivery teams) to ensure that problems were.

London, United Kingdom

• Responsible for the Barbican Centre Board and the Board of Governors of the Guildhall School of Music and Drama (GSMD)
• Relationship Manager for these Boards – first point of contact internally and externally.
• Delivered Board meetings responsible for negotiating multi million pound projects and contracts and for monitoring progress against targets.
• Represented the Chief Executive at Board meetings, being held accountable for progress on tasks, projects and resolution of issues.
• Acted as the “Trusted Partner” – the principal interface between key clients (the elected politicians) and business operations (company Chief Executives, Directors, delivery teams, lawyers, auditors) to ensure problems.
• Proactively contacted clients in order to maintain a consistent high level of service delivery, anticipating issues and through liaison with business operations, offering solutions.

London, United Kingdom

• The formation and opening of two City Academies
• As Client Project Manager, I took a lead role in the project management team responsible for the construction, formation and opening of two City Academies both costing £50m.
• Worked in successful partnership with the co-sponsors KPMG and City University, central government and local authorities.
• Multiple work streams - Project Approval, Design, Construction, Project Finance, and Governance.
• Administered the internal project management group and the overall Project Steering Groups. Reported to the Assistant Chief Executive, the Project Leads - the Legal Director, the Director of Community & Children’s.
• Worked proactively with internal and external stakeholders to co-ordinate delivery of agreed actions and to resolve problems.

London, United Kingdom

• Responsible for Museum of London Group, Education Committee and Libraries, Archives and Guildhall Art Gallery Committee
• Relationship Manager for these Boards and Committees – first point of contact internally and externally. Managed the relationship between the City and the Museum of London.Achievements:
• Worked with the Director of the Museum of London as part of a project management team tasked with delivering the successful merger of the Museum of London and the Museum in Docklands.
• Responsible for co-ordinating the actions for which the City was responsible, such as resolution of legal and funding issues.
• Responsible for submitting a report to Board meetings to gain approval from the City for the merger, which involved working with the Museum to present a business case and address all issues of concern.
• Project managed a visit by 50 key City decision makers to the Museum in Docklands, which was critical in achieving approval for the merger

London, United Kingdom