Experience

Navima.io

• United Kingdom
• Software Development
• 1 - 100 Employee

• Chief Commercial Officer

  • Aug 2022 - Present



BTD

• United Kingdom
• Business Consulting and Services
• 1 - 100 Employee

• Partner

  • Oct 2016 - Present

  Fewer than half of all acquisitions achieve their goals, a figure largely unchanged in over 30 years despite decades of best practice. Many businesses accept these odds, and the consequent loss of value. We don't. We know it can be better, but only if it's different.We believe that 90% of acquisitions should bring value to the business within 12 months, and deliver their goals within 24.Does your M&A achieve this goal? If not, we may be able to help.Beyond the Deal helps businesses around the world get more from their deals. We can:- Develop, validate and execute your growth strategy- Identify and assess acquisition targets- Plan and prepare your business for integration- Execute integration programmes- Review, recover and accelerate integration programmes already underway- Improve and extend their organisation’s ability to acquire and integrate in futureOur clients include E.On, Wood Group, GSK, Novartis, Coca-Cola, Glatfelter, EnPro, Xstrata, bwin.party and many mid-sized and smaller organisations around the globe.SpecialtiesMergers & Acquisitions, Improving In-house Capabilities and Process, Integration, M&A and Integration Training, Divestment, SeparationsWebsitehttp://www.beyondthedeal.comHeadquarters15 Old Bailey London, EC4M 7EF United Kingdom



UBM plc

• United Kingdom
• Events Services
• 200 - 300 Employee

• Commercial Director, Market Development EMEA

  • Feb 2014 - Sep 2016

  Listed in the UK, UBM is a global B2B trade events organiser with 70 offices in 20 countries and revenue in excess of £750m. They are the world largest 'pure play' organiser.The EMEA Emerging Markets Market Development team was set up in mid 2013 to explore and create business development opportunities across the EMEA region. The challenge was to increase footprint through off-market acquisition deals and then to integrate & align with the wider UBM business all of which was set against an environment of dynamic and difficult geo-political headwinds, especially in Iran, Russia and Turkey.The challenge was to develop and deliver market entry plans for Russia, Iran, Turkey and Africa. The results were:Built an M&A pipeline of potential acquisitions and prioritised as per group and brand strategies.Built and managed relationships with internal & external stakeholders and the top 30 acquisition targets across EMEA. Produced business cases and coordinated four acquisitions.Launched three trade exhibitions in Turkey and two in Russia.Integrated and aligned the two Turkish acquisitions with the rest of the UBM group in terms of culture, values, systems, business practice and brand.The team surpassed revenue and profit targets in 2014 & 2015.We supported revenue growth across Turkey and Russia of 58% between 2014 and 2016.



Clarion Events

• United Kingdom
• Events Services
• 400 - 500 Employee

• Director Business Integration

  • Jan 2001 - Feb 2014

  Between 2007 and 2013 Clarion Events Ltd grew from a UK only business with 60 staff and approx £15m turnover to an international business, in 11 countries employing 500 staff and a turnover in excess of £175m, the majority of this growth came from 19 acquisitions. The challenge was to integrate and align these acquisitions. My action was to produce and implement post-acquisition plans, initially focusing on IT and finance systems and leading to sales and marketing. This was a complex role in a dynamic and international environment that required tact, diplomacy and technical competence to on-board new teams successfully. The results were: Developed and delivered nineteen post-acquisition integration plans across the following territories - USA, Germany, Brazil, Turkey, Dubai, South Africa, Holland plus three in UK, many concurrently. All the target companies adopted a consistent way of selling, marketing, cashflow forecasting, budgeting and reporting by way of newly adopted procedures and an integrated IT network and finance system. Improved upstream and downstream reporting. Implemented a procurement function that created over £1m of extra profit through increased value for money, costs savings and secondary revenue generation. Increased our working capital position by negotiating millions of pounds of creditor liabilities in order to defer supplier payments.