As a member of Council I am a member of the governing Board of Brunel University. I also sit on the Audit committee.

I undertake assignments that make the most of my skills in Ideas Formation, Facilitation Skills, Business Management, Strategy Methods and Management of Organization Change Techniques. Assignments include:

• Facilitating the articulation of a Vision for the subsidiary of an oil company
• Business Process Review of UK Charity
• Coaching candidate for an Executive Management position

A recent assignment with the Executive Board of a Tier 2 UK Defence company involved managing the programme and risks associated with a Corporate-wide Organization Change, advising on communications strategy and working with McKinsey and the Executive Board on the future vision of the company.

Careline and its team of volunteers provides crisis counselling spanning a diverse range of emotional issues from anxiety, bullying, bereavement, critical illness, abuse, rape, cultural issues and depression. In common with other charities it is finding it increasingly difficult to find funding.

In the last few years we have:
• Looked at various alternate arrangements for funding the charity and implemented a few – all currently in early stages of implementation
• Achieved accreditation from Telephone Helpdesk Association
• Increased our volunteers and capacity for taking phone calls
• Implemented measurement systems to track progress

As an Account Director I ran (with full P&L responsibility) all the IT services for UK based client companies including a UK subsidiary of a US Aerospace and Defence Global Account, Financial Services client and Telecommunications businesses.
I enjoyed looking after clients who required a significant change in the way the service was to be provided. The role included responsibility for:

• Client Relationship Management
• Marketing and Communications
• Development of Account growth strategy
• Operational Management
• P&L and Cash Flow Management
• Commercial negotiations

I had a variety of experience accommodating UK and USA government regulations.

As EMEA Executive Delivery Manager I had a European-based business development role that led to organization design and implementation responsibilities. The client, an International Financial Services company, accepted our proposition for support of a global insurance solution. I recruited the team and implemented the services, based predominantly in India and servicing all European countries. Once up and running I handed to a “business as usual” delivery team.

The CEO of Kalamazoo International recruited me to set up and manage a start-up venture, wholly owned by Kalamazoo. This company provided e-HR services. The company was set up within three months and in that time engaged two large clients with projected revenue of £240K pa. A review of Kalamazoo direction and investments led to a decision to close the company. I closed the company down and left on amicable terms.

One of three people brought onto the UK Management team to affect a turnaround in the business, within 12 months:

▪ Services Business £ 176K loss per quarter to £ 360K profit per quarter
▪ Introduction of a formal review and mentoring process
▪ Staff turnover down from 45% to 12% pa.
▪ Best practice Organizational Infrastructure implemented.

P&L responsibility for the financial services consulting group. From a base of revenue of £2 Million for fiscal 1997, the team identified £8 Million of service revenue for the fiscal 1998, of which £1 Million was management consultancy delivered by my team.

The position at AT&T evolved from a strategic selling consultant to that of Manager, leading a Management of Change consultancy practice. Assignments included:

• Working with a Board of Management of a vertically integrated manufacturing company to proactively change the culture within the company from a hierarchical dictatorship to a team-working environment.
• Working with a major UK Pharmaceutical company on the integration of their supply chain. This involved the definition and implementation of a CRM system between the manufacturing plants and the sales outlets in 184 countries worldwide.