* Boston United Football Club – Personnel and Operations Audit to provide recommendations for commercial opportunities and development.
* Peterborough United Football Club to undertake marketing audit of the club’s commercial operation, present proposals to increase sales within their commercial activities and develop new revenue streams.
* Acting Chief Executive for the DMU Leicester Riders Basketball Club for six months, 2 to 3 days per week – main responsibilities day-to-day operations, introduce new operational structure and increase revenue generation through sponsorships, commercial opportunities and community programmes.
* Acting as Chief Executive for Eikon Design for six months, 2 to 3 days per week - main responsibilities the day-to-day operation of the company, to develop a new marketing strategy, recruit new Business Development Managers, undertake an operational audit and restructure the company to improve efficiency, production communication and spend with clients.
* Worked on numerous projects and assignments during the past year for clients in various sectors – including leisure, retail, sport, hospitality and events.

Company Overview Purchased by the Ravenstone Partnership Limited as a long established (1915), specialist recruitment advertising agency supplying into the sports, leisure, local authority, catering, retail and associated sectors.
Achieved ‘Investors in People’ award 2004.

Managing Director 2002 - 2005
* Set up a fast track plan to turn round and built revenue streams;
* Successfully increased turnover and agency billings within 12 months to £3m (from £1.75m) through winning new major accounts;
* Recruited, trained and motivated management team;
* Invested in new technology and specialist staff;
* Improved customer service and agency efficiency.

Company Overview
Consultancy, management and marketing services to the football, leisure and associated industries including brand development, PR, event management, planning, business development, executive resourcing.

Client Portfolio
Loughborough College, Supaturf, Raynsway Developments
Northcliffe Retail: marketing strategy and set up of marketing department
The National Ice Skating Association: press campaigns
Leicestershire County Cricket Club: commercial strategy
Leicester Racecourse: sponsorship, hospitality, event management
Bradford City Football Club: launch of new stand and develop all its off the field activities
Watford Town Football Club: commercial infrastructure for new stand.

Managing Director 2001 - 2005
* Founder Director, delivered the operating strategy;
* Appointed the management support team, set targets and objectives;
* Full P & L accountability and budget control;
* Built client base within the small to medium size business community;
* Client relationship management initiatives.

* Appointed to implement change, and devise / manage solutions;
* Delivered new initiatives within the off-the-field activities;
* Launched new ticketing office resulting in 50% increased sales;
* Installed new computer systems, financial controls and solutions;
* Implemented new management change culture;
* Instigated a monthly supporters advisory panel;
* Launched Family Night Football.

* Implemented plans and strategic direction for the group operation;
* Managed an annual income stream of £24m (net profit £3m);
* Successfully transitioned flotation to a public company in 1997 and raised £12m;
* Secured £15m of sponsorship for a new stadium complex;
* Launched four ‘One Stop’ retail shops resulting in turnover of £2m+;
* Developed £3m conference and catering business within 3 years ;
* Responsible for technology, new media and IT operations

Chief Executive 1991 - 1997
* Directed day to day operations, including 200 full and 400 part-time staff;
* Appointed management and spearheaded HR development;
* Controlled financial profitability and revenue increase year on year;
* Developed strategies to enable objectives to be met;
* Joined as Director of Marketing;
* Raised profile and increased turnover to £9.5m (from £2.5m);
* Implemented a culture change within the club;
* Planned and instigated the £5.4m Carling stand;
* Increased season ticket sales by 250%;
* Developed various community and partnership programmes and initiatives.

* Directed the strategic planning for all marketing operations;
* Grew the membership year-on-year;
* Added value to the company and clients through other services and products