A rare opportunity to create the framework for a business to identify its future strategic direction and lead the creative content required to fuel the journey.Revision of strategic business planning, new product development and entire communication mix. Introduction of integrated business cycle to create, capture and communicate new shared strategic business direction.Creation of new marketing team with the goal to build a market leading digitally savvy creative function delivering engaging content for business growth. Delivering new digital platforms including PIM, marketing cloud, creation of new website, e-commerce platform and product portals.

Management of board and ceilings portfolios teams with value of £320M achieving £25M growth through period. Leader of or marketing lead for all major project s in addition to portfolio management.Delivery included completion of global roll out of new board technology across group as marketing lead.Support and definition of indirect B2C strategy and influence marketing to drive change in the residential new build market for higher quality homes.Advanced leadership program, a three stage development course for line managers and by far the most impactful in improving my outlook and skillset for management.Delivery of raw material transition project for board portfolio, with direct and indirect management of over 32 projects. Exposure across business from expansion of mining capability, new plant and infrastructure to project delivery without customer disruption.Creation of quality enhancement vision to deliver best in class product. Embedded in operational roadmap as five year plan to tighten tolerances, revise packaging and further improve direct customer interaction with products.Revised and enhanced product strategies developed as part of new marketing planning process. Including price waterfalls across product journeys, highlighting value of products and services provided. Crisis manager for business, defining crisis plan and process. Leader for all significant recoveries and projects, including product recalls and recovery from global cyber attack

Expansion of role to encompassing boards portfolio, widening direct and indirect reports and responsibilities.Portfolio value of £245M, with £65M growth through period.integrating graduate recruitment into marketing and expansion of product team with two additional product manager roles. New 3 and 5 year strategic planning and tactical activity tools and process created and embedded, becoming backbone of strategy planning for business and progress towards product leadership position. Introduction of portfolio dashboards and revision of monthly reporting linked to market sectors and market value. Included portfolio segmentation by market sector, monetising ROI by market segment to define future opportunity and business focus.Delivery of multi patented new board range as global project lead for first transverse group project. Role included cross functional team leader for multiple manufacturing locations, CAPEX development and implementation. Ownership and of all marketing content from proposition to training, collateral to communications and online content, all delivered on time and in full. Other responsibilities include exports sales and marketing support for sister companies supporting introduction and growth of higher value products. Introduction of marine approved products, auditing for certification and role out to sister companies.

Expansion of remit to include systems and in 2012 ownership of Powders portfolio also, with recruitment of additional Product Manager as direct report to manage.Development of system value proposition and five year plan for portfolio growth based on annual increased ratio targets for systems components. These ratios form basis of portfolio reporting today and growth targets for entire product range.Revision of SpecSure warranty including value proposition and role out to commercial teams.Leadership of marketing annual planning process, review of and introduction of revised process and tools.Further recruitment and expansion of direct reports with recruitment of two additional product managers.Introduction of new NPD stage and gate process, with ownership of commercial deliverables including tool set for completion.Further price instability in metal market leads to definition and introduction of allocation process, including management, all communications and implementation for sales director.Interim communications manager, responsible for all agency management and PR.Roll out of systems ratio’s across group companies, with measures forming basis for group reporting.Turned down global Product role, due to required relocation to Paris.

Transformation of £50M portfolio in decline to growth in under a year through creation of new portfolio value proposition, price realignment based on performance benefits, sales training including introduction of KPI’s and true understanding of products benefits over that of the competition. Introduction of safer channel range in association with three leading main contractors and a new ceilings framing system developed with companies first use of house of quality.Identification, trial creation and roll out of new route to market for fixings range, leading to 500% portfolio growth in 3 years and including full range revision and compliance to EN standards.Five extraordinary price increases managed in two years during metal price volatility, whilst maintaining pace of growth. Including all communications, collateral, two sales conferences to brief and roll out collateral for sales force to communicate significant price increases to their customers.Project lead for annual price review and publication, including restructure of The Price Book repositioning to reflect installation and purchase order of materials. Ownership of margin along with price positioning passed to Product. Management.

Role: Product Manager for three leading fire detection brands spanning multiple routes to market, regions and customers. Owner of brand and product strategy.Achievements: Development and successful launch of eight new systems, spanning three markets and over one hundred products, including new common for platform for Europe. Introduction of customer insight, market segmentation and qualified as a major project leader.

Role: Marketing ownership for three security brands across three manufacturing sites in two countries and third party suppliers.Achievements: European launch for two brands, acquisition and integration lead for security business into Honeywell, ACPO advisor, successful delivery of BSEN standards with revised portfolio delivered in 18 months. Duel role for final six months whilst integrating security business into new leadership team and divesting two businesses due to competition law

Sales manager for security and integration lead post acquisition. Major project leader for SAP introduction to Novar, new price structure across whole business. Defined roadmap for future product development, which lead to first marketing role

Account and relationship management for OEM and European B2B sales, spanning security, fire and life safety sectors. The development of bespoke solutions for sales and market share growth, reporting to Commercial Director

Responsible for growth and adoption of companies commercial intruder technology, from customer identification to training and site support. Sales/ technical lead for first remotely configurable intruder range. B2B business development through specialist installation companies, their account management and direct distribution network.