I have been leading a new function on the sales side, based EMEA, in client engagement, helping the team think more about the client, to recognise that it's about people and ongoing service, not just a product-sell. Also internal processes around where to focus time and attention; when there are many clients, not all can be equal (but they need to feel as if they are). Considered by some in the company to be the linchpin of the whole initiative, the one with ideas. Working with the global Group on various initiatives, both to drive internal behaviours and to expand the offering to clients. Developed a global-use ''value-add'' program for clients, adding extra where we can (within a regulated business), to cement relationships, with the aims of reducing contract cancellations and to go some way to justifying price increases. Also directly responsible for a portfolio of customers, including FTSE100 and many household names.

• Upwardly managed and coached partners – secured YOY increase across portfolio revenue, having negotiated ‘stretch’/ambition in plans often against background of reluctance. Drove alignment, partnering and discipline between various dimensions in the firm to ensure delivery of plans• Drove constant monitoring (challenging and supporting as necessary) of the penetration of services lines into larger accounts to build revenue more quickly and cost-effectively• Adapted expensive and time-heavy formal firm’s programme for client review to shorter and more cost-effective sessions. Led discussions on what client says about us now | what we want them to say in 3 years | how we will get there: ‘Is this the best team?’ ‘Is this the team who can make the most difference most quickly to the client relationship?’ ‘Is the team being led by the right person?’• Maintained focus on profitable work. Campaigns on margin; ongoing review of client ‘tail’. Part of team initiating programme to record business development time by account to then be able to properly monitor time invested in generating revenue • Led client care programme, sharing direct client comments across partner group and lessons to be learnt. The two repeated requests from clients shaped further account planning activity and best direction of marketing spend • With senior partner, co-led the SE Leadership Executive. Led on a market development agenda as well as ‘housekeeping’ – KPIs; business development; competitor intelligence; market sentiment • Led team of marketing and BD to support activities to deliver across the region• Have feedback from a senior partner in Deloitte (outside of the region): ‘’You have a great relationship with the partner group and they obviously listen to what you say and take guidance from you. That is critical and it is hard to get to that position of respect but you have and that is why you are successful.’’

• I was referred to as the ‘conscience of the office’ by partners, focussing on maintaining business development momentum at all times. Included formal (first time for them)i) cross service line groups (Director/Senior Manager) to manage targets/ideas to take/relationships to nurtureii) partner group to discuss/share client/target information – and make happen introductions for each other • I was extremely market-facing; a good knowledge of local markets and types of business to target. Full responsibility for developing focused lists of targets. ‘Rolled up sleeves’ style• I directed focused use of events to deliver revenue - to maximise investment in time as well as marketing spend, ie, actions and measured returns• I created positive connections across office and region: ‘x is talking to… Would that help you?’Managing the business I, • Operated with partners at partner level - treated as equal by partners. Open and honest contributions• Instigated culture of communicating success (new to Reading at the time!) • Helped partner group focus on key priorities- revenue generation. This through ongoing business development, internally and externally. I pressed the need for all levels (senior manager upwards) to develop and maintain networks. - staff development – confidence-building; telephone training; selling skills• Led questions and discussion about ‘is this the right process?’; ‘what can we do next?’ • Ensured that efforts collective rather than individual• Worked with lead partners to set revenue plans• Assisted industry and segment leaders to work with SE partners• Specifically, worked with consulting to identify white-space opportunities in nominated key 40 accounts• Managed Reading office marketing budgetSaid by senior partner at the time to have ‘a mature and professional manner with clients, not previously seen in others in the role’

I helped the tax partners with driving revenue from existing accounts and developing new. Moved them away from selling services to building deeper relationships with clients to consolidate loyalty.

Credit Insurance subsidiary of the business, a sales role. Responsible for finding new business and negotiating with clients and underwriters to reach a package which worked financially for all sides. Looked at industries new to credit insurance and sold some of largest policies in the UK business. Rose to Director level on sales performance