I run his own consultancy, developing and facilitating innovative solutions for business change, and am licensed to use the LEGO® SERIOUS PLAY™ approach to facilitate strategy and team development. I recently worked with Monarch Airlines to develop crew resource planning and business optimisation.

I led an expanding medical consulting business unit, with annual turnover in excess of $5m. I re-launched and extended the product successfully, and re-designed the organisation to support future growth.

I turned around and led one of the leading low cost airline’s largest operational departments, with a budget in excess of £135m, and a team of 70 responsible for the planning and deployment of over 3,500 crew. I designed and implemented a more scalable organisation and processes capable of absorbing 20% p.a. growth, delivered a 10% enhancement in crew productivity, and introduced industry-leading rostering practices.

I managed key strategic projects sponsored by the CEO, and delivered business improvement initiatives worth over £10m p.a. in areas as diverse as operations, maintenance, advertising, ground handling, and in-flight catering. I defined new strategies and worked closely with the management teams to deliver successful outcomes. I also shared responsibility for creating a new strategic planning process, consulting at all levels to develop and communicate the airline’s vision and guiding principles in the “easyJet Way”.

As a core member of the change management team overseeing the £400m easyJet/Go merger, I facilitated the combination of the commercial teams to sell under a single brand, and managed the project to introduce a new distribution strategy involving significant headcount savings. My work was central to the success of the merger which was completed in half the planned time, and at two thirds of the intended cost.

I managed project teams implementing electricity supply deregulation in Scotland, and creating the performance framework for the partial privatisation of London Underground. I advised lending banks on Eurotunnel’s commercial performance, evaluated the impact of airline alliances on transatlantic competition, reviewed a rail freight operator’s business model, and devised a market strategy for a new cargo airport.

I managed sales reporting, monitored competitor activity and assessed the strategic fit of proposed international investments.

I monitored sales and industry trends, developed demand forecasts and oversaw commercial reporting.