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Experience

    • United Kingdom
    • Hospitality
    • 1 - 100 Employee
    • Chief Executive Officer
      • Jun 2014 - Present

      Nexo Hotels are entering an emerging and proven market. Others, notably Generator, Meinninger & Clink have proven the value of the sector. Nexo will take this shared space concept to the next level with a totally refreshed and differentiated consumer offer. Led by a mutli-disciplined team of leading specialists and global partners from the worlds of leisure, hospitality, ICT and Marketing, Nexo will set the new standard with a revolutionary, new concept within the burgeoning shared space marketplace ‘Smart hotels for the millennial traveller’. Show less

    • United Kingdom
    • Hospitality
    • 1 - 100 Employee
    • Managing Director
      • May 2006 - Mar 2013

      Two entrepreneurs are aiming to revive the tradition of the great British inn by opening 20 inns in south east England over the next five years. Urban Inns is the brainchild of David Catling and Don MacIntyre who are in the process of securing their third site for development following the launch of their rst one – The Old Ship – in Hackney earlier this year. A second site – The Coach & Horses. The concept for the business is simply a revival of the traditional British coaching inn for the 21st Century. Customers can drink in the bar and eat British, locally sourced food in the restaurant before retiring upstairs into one of bedrooms designed by Matt Rawlinson. Purchasing distressed leasehold and freehold assets held by the UK pub co.’s, within the Greater London area, with the intention to refit to a high standard a 4* rated boutique hotel offer. I grew the business to 4 properties with T/O’s exceeding £5m with an eventual sale. Show less

    • United Kingdom
    • Non-profit Organization Management
    • 500 - 600 Employee
    • Concessionaire
      • 2010 - 2012

      Negotiated the first food and beverage concession into the renowned Hackney Empire. Responsible for the implementation and delivery of 4 internal bars and the redevelopment of a café area. Catering for 1275 capacity venue 7 days per week. Responsible for the negotiation and construction of all legal agreements, SLA's and financial reporting systems within the theatre in relation to the food and beverage offers. An eventual trade assignment was made in 2012 to a well known national concession operator. Show less

    • Operations Director and Shareholder
      • 2003 - 2008

      Headed the licensed trade operations of an existing underperforming small group of London bars and restaurants. During my tenure I took the estate from 4 London units to 12 national units with investments approaching £10m. I sold my shareholding to my co- shareholders in 2007, leaving the company in 2008 in stable and profitable position. Voted BEDA 2004 best new bar group London and National Voted Theme Bar and Restaurant best independent group London 2004/5. Headed the licensed trade operations of an existing underperforming small group of London bars and restaurants. During my tenure I took the estate from 4 London units to 12 national units with investments approaching £10m. I sold my shareholding to my co- shareholders in 2007, leaving the company in 2008 in stable and profitable position. Voted BEDA 2004 best new bar group London and National Voted Theme Bar and Restaurant best independent group London 2004/5.

    • United Kingdom
    • Musicians
    • Operations London
      • Jun 1996 - Jun 2002

      The group was founded in 1982 by Irish born chairman John Vincent Power, with a venue called simply Mean Fiddler. After acquiring the LA2 (now known as the Astoria2) in Charing Cross Road in 2000, it was renamed to become the Mean Fiddler Music Group. I was employed to head all London late night bar and club operations. I was concurrently seconded to head operational set up to 2 Reading Festivals catering for up to 70,000 visitors per day. I was also instrumental in the operational delivery of the first ever Home lands festival in Hampshire and subsequent £20m opening of Home nightclub in Leicester square London. Also managed the transition of the Blue Note from its home IN Hoxton Square to Kings Cross and Islington. Well known venues under management ;- London Astoria, London Forum, Mean Fiddler, Jazz Café, The Garage, The Borderline, The Grand, The Old Fiddler, The Crossbar, The Complex, Media, Point 101, Powers Bar, Ion Bar, Bartok, The Z Bar, Home. In April 2005, they accepted a takeover bid from Hamsard Ltd, a co-operative company 50.1% owned by Live Nation UK (formerly the entertainment division of Clear Channel UK but now part of Live Nation International) and 49.9% owned by Irish event organiser MCD. Show less

    • India
    • Financial Services
    • 1 - 100 Employee
    • Regional manager
      • Jun 1996 - Jun 1999

      Until the start of the 21st century, the group still had a tremendous amount of leisure holdings; however, as the decade progressed they sold their interests in Pinewood Studios and the Odeon cinema chain. It also divested itself of its engineering companies such as its share in Rank Xerox, selling Rank Leisure Machine Services to Gamestec plus all its Butlins, Warner and Haven Holidays holiday and recreation facilities, which were all sold to Bourne Leisure. They then sold off their nightclub division, Rank Entertainment, as well as their share of interest in Universal Studios Florida, and disposed of their vast Rank film library to Carlton Communications with whom they had recently also sold their Rank Advertising Film Division. Responsible initially for well-known large, then underperforming night club in Essex. Turnaround of the club led to my temporary assignment to other local nightclubs whereupon I was moved away from local general managers duties to regional operations responsible directly to the senior Management team. I was tasked with driving sales and profitable trading across the London and South East District . I was further responsible for recruitment and onsite training for over 40 managers. Show less

    • United Kingdom
    • Restaurants
    • 1 - 100 Employee
    • Regional Operations Manager
      • 1992 - 1996

      Was employed directly by the senior management team and expedited through the management academy scheme directly into a regional management role. I was responsible for up to 12 London units before an eventual trade sale in 1996 to Wolverhampton and Dudley Breweries (Now Marston’s). Was employed directly by the senior management team and expedited through the management academy scheme directly into a regional management role. I was responsible for up to 12 London units before an eventual trade sale in 1996 to Wolverhampton and Dudley Breweries (Now Marston’s).

    • Armed Forces
    • 700 & Above Employee
    • 2nd Battalion Parachute Regiment
      • Jan 1987 - Jan 1993

      The Parachute Regiment, colloquially known as the Paras, is an airborne infantry regiment of the British Army. One battalion is permanently under the command of the Director Special Forces in the Special Forces Support Group. The other battalions are the parachute infantry component of the British Army's rapid response formation, 16 Air Assault Brigade. The Paras are the only line infantry regiment of the British Army that has not been amalgamated with another unit. The Parachute Regiment, colloquially known as the Paras, is an airborne infantry regiment of the British Army. One battalion is permanently under the command of the Director Special Forces in the Special Forces Support Group. The other battalions are the parachute infantry component of the British Army's rapid response formation, 16 Air Assault Brigade. The Paras are the only line infantry regiment of the British Army that has not been amalgamated with another unit.

Education

  • Loughborough University
    Sports Sciences BSC, Sport and Exercise Psychology
  • Stewards Comprehensive School

Community

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