Elected to the Council at a by-election, I have been co-opted on to the following Committees and Working Groups:1. Major Developments Planning Committee, which looks at all major planning submissions across the community. I have been leading the response to the outline planning application to build 1,000 houses on the old Transport Research Laboratory (TRL) site.This development, if not implemented in a sympathetic manner, could be totally disproportionate to the existing settlement and the impact on the infrastructure could be calamitous. There are further issues, specifically around the predicted impact on the designated Special Protection Area, and a number of legal requirements that are at high risk, e.g. NO2 levels in the High St, already at critical levels, and which could be seriously worsened by the expected traffic growth. We are encouraging the developer to set up a Stakeholders Group, so that community leaders can have a say in the way in which the development goes ahead so it can be of benefit to community, both commercialliy and socially.2. Staffing Committee (Chair) - responsible for hiring, firing, and staff development and measurement.3. Local Recreation Ground Working Group - responsible for grounds, recreational facilities, hire of assets etc.4. Contract Overview Working Group - currently reviewing all Council Contracts to ensure that they are fit for purpose, and that the Council is properly protected.In addition, I have been driving a number of initiatives to raise the professional profile of the Council, including the introduction of monthly Councillor Surgeries, Council specific email addresses, business cards, more effective use of the website, as well as some improvements of office procedures and processes, designed to give a better response to citizens' needs, particularly relating to planning issues.

An independent sales consultancy specialising in customer experience assessment & improvement, and in sales development, with a high level of Public Sector experience. Appointed as National Assessor for the UK "Excellence in Customer Experience Awards" for three years.Services on offer include:Consultancy • Work with you to build a successful Sales Strategy • Change your Culture to embrace your Customers & Clients • Streamline your Organisation, your Processes and your Value Proposition • Train your People, developing Market Specialisation • Qualify your Bids & Maximise your chances of presenting Winning BidsInterim Management • Interim Sales Director/Manager, while you look for the right permanent addition to your team. A safe pair of hands. This could be anything from two weeks to three months. • Part-time Sales Director/Manager, to give guidance and direction to supplement your day-to-day management. This could be one to three days a week.Non-Executive Roles• Become a valuable addition to your Management Team• Add Corporate Experience collected over many years• Bring a high degree of focus to Customer Issues• Give you space to do what you do bestPast and present assignments include:• National Assessor for UK Excellence in Customer Experience Awards.• Interim Business Development Director – NHS Healthcare Purchasing Consortium.• Interim Business Development Director – HealthTrust Europe LLP.• Non-executive Member of Management Board of an International Hotels & Resorts Group

Macdonald Resorts Ltd is a wholly-owned subsidiary of Macdonald Hotels Ltd, owners of 45 5* & 4* hotels across the UK, managing their 10 holiday resorts across UK & Europe. In 2008, I was elected by the Owners and Members of the Club as a Non-Executive Representative on the Management Board. The role is to represent the Members interests and to work with the company's Board to assure the financial strength of the Club whilst maintaining the very high standard of holiday experience the Members have come to expect over the last 25+ years.I was re-elected for further 3 year terms in 2011, 2014, 2018 and 2021. This has been a difficult time for the holiday industry, not least because of the changes in holiday fashion over the last few years. We had to steer a difficult course but were able to achieve a lasting change in the product offering that satisfies the needs of the existing Club members and offers an exciting opportuntiy for new customers.

Crowthorne Council representative and executive member, working for the people of Berkshire.

Elected to represent Crowthorne BCA Branch on the Executive Committee, to keep the Branch aware of executive activity, to maximise the contribution made by the Branch, and to ensure that the activity of BCA benefits Crowthorne Branch members and voters.

HealthTrust Europe was in a state of transition from an NHS Agency (HealthCare Purchasing Consortium) to a private company, having been bought from the NHS by HCA (Hospital Corporation of America). Its function is to aggregate medical purchasing requirements across its member Trusts, in order to realise major cost savings through volume and strong negotiation.During my time there, the principal achievements were: • Wrote and implemented a sales strategy. • Challenged unrealistic strategic objectives • Recruited and coached a sales team. • Introduced and established a sales culture across the organisation. • Signed up all but one of the 41 existing Trust members of the Consortium to the new commercial terms. • Signed up an additional 6 Trusts, including Royal Wolverhampton, Royal Free London, Great Ormond St, Moorfields Eye, Wittington and Barnet & Chase Farm Hospitals. • Led a number of major bids. • Began discussions to evolve closer working relationships with other collaborative Healthcare procurement organisations.

Sponsored by the Sunday Times, Management Today, Unisys, Pipex & 31 Media, among others, these awards were set up in 2000, to achieve the following objectives:• Gain independent recognition of commitment to delivering a superior customer experience • Win more customers by exploiting the marketing and PR value of accreditation • Compare companies/organisations with industry leaders through a robust and comprehensive benchmark of performance • Get independent and unbiased feedback on performance • Identify and prioritise areas of improvement through a comprehensive assessment report • Results published in a special Sunday Times supplement.In performing my role as an assessor, I visited enterprises and judged their submission against the National Brenchmark, producing a comprehensive report that was not only used in the assessment process, but was fed back to the organisation to allow them to learn where there was room for improvement and to implement change. These were all organisations that embraced excellence as a way of life, and were anxious to implement any change that would improve aspects of their Customer Service model. By visiting these organisations, I know what "good" looks and feels like and am therefore uniquely placed to translate that message for other organisations and companies.

Vialtus was the rebranded Pipex Business when the Pipex brand was sold to Tiscali, now part of TalkTalk. Pipex Business was an amalgamation of many telecoms business entities offering B2B telecommunications solutions.• Introduced simple sales tools and governance improving individual performance.• Identified bespoke, consolidated solutions, built marketing plans.• Developed key relationships with suppliers.• Acknowledged for securing contracts with major Public & Private Sector customers.• Top performing sector.

BT Wholesale was a division of BT, running the total network and managing BT’s relationships with other licensed operators – Mobile & Fixed inc. O2, Vodafone, C&W, Verizon etc.& BT Retail.This role was to support the retail Government teams to deliver solutions to Public Sector bodies and influence the development of suitable products.• Built a high performance team from scratch. • Successfully developed new revenue streams through Government Channels.• Delivered on time and to budget, secure networks for the MoD & the NHS.• Delivered innovative solution to provide Broadband to remote Scotland.

Supporting mobile operators, Cellnet (now O2) & Orange, at time of thier fastest growth. • Took over a challenging relationship with Cellnet in a tight regulatory environment• Improved revenue streams, including a managed services agreement, £1.5bn over 5 years.• Developed and delivered a practical, low cost solution for Cellnet’s disorganised call centres, • Provided the solutoion to enable a step-change in customer service satisfaction.• Created a collaborative environment between a hostile Orange client and BT.

Seconded for 12 months to implement the output from a sales force transformation project, to transition a sales force of 3,500 from commodity to solution focus:• Earned Recognition Award for implementing new models in a) Role of the Sales Manager, b) Salesforce Accreditation, c) Development & Training, d) Sales Planning, e) Targeting & Forecasting, f) Rewards & Incentives, g) Solutions Development• Won a Business Excellence Award making Divisional EQA (Quality) Assessment submission, improving the score by 22%.