Experience

Orega

• United Kingdom
• Executive Offices
• 100 - 200 Employee

• Chief Operating Officer

  • Jul 2018 - Present

  Leader of the business on behalf of the Owners from creating new partnerships to ensuring our clients enjoy a brilliant experience every day as an extension of their brand. Serviced offices is a fast-paced and ever changing industry, Orega has the perfect platform with agility to achieve our ambitious growth aspirations which are well underway! The great and different thing about Orega is we already do a great job – no crises to solve, which means my immediate focus as the leader is getting us ahead of the curve outshining our competitors. Orega is operating in a growing marketplace with a brilliant product - I am ‘conducting the orchestra’ to work in most efficient, customer-focused and best-employer way. The priority is to make sure that everything we do is purposefully connected to the exceeding our partners expectations, delighting our customers and of course delivering our company’s objectives. Show less



Compass Group

• United Kingdom
• Food and Beverage Services
• 700 & Above Employee

• Managing Director (Board) Support Services: ICM (cleaning), VSG (Security) and 14forty (FM services)

  • May 2016 - Oct 2017

  Leadership, growth and strategic direction for+ £350 million revenue, around 5,000 outlets and 15,000 colleagues, full P&L and working capital ownership, new business and retention. Promoted to UK&I Board, delivered strategic double digit net growth and step change in quality for all 3 brands. Unlocking synergy to drive to UK margin improvement and understanding how Support Services complement the overall purpose of the company. Leadership, growth and strategic direction for+ £350 million revenue, around 5,000 outlets and 15,000 colleagues, full P&L and working capital ownership, new business and retention. Promoted to UK&I Board, delivered strategic double digit net growth and step change in quality for all 3 brands. Unlocking synergy to drive to UK margin improvement and understanding how Support Services complement the overall purpose of the company.



Integrated Cleaning Management

• United Kingdom
• Facilities Services
• 1 - 100 Employee

• Managing Director

  • May 2015 - Apr 2016

  Leadership delivering a significant profitability turnaround for £75 million revenue, around 3,000 outlets and 5,000 colleagues, full P&L ownership, and new business and retention. Leadership delivering a significant profitability turnaround for £75 million revenue, around 3,000 outlets and 5,000 colleagues, full P&L ownership, and new business and retention.



Eurest UK

• United Kingdom
• Food and Beverage Services
• 1 - 100 Employee

• Regional Managing Director — South East and London

  • Jul 2010 - May 2015

  Leadership and strategic direction for £100 million revenue, around 400 restaurants and 3,000 colleagues, full P&L ownership and new business and retention. Leadership and strategic direction for £100 million revenue, around 400 restaurants and 3,000 colleagues, full P&L ownership and new business and retention.



ELLERMAN INVESTMENTS LIMITED

• United Kingdom
• 1 - 100 Employee

• Integration Director

  • Jan 2010 - Jun 2010

  Promoted post acquisition to lead the integration of DHL Domestic and Home Delivery Network, forming Yodel. Created road map including, new brand, size of network, investment plans for new infrastructure, new T&C’s, IT system map and present to share holders. Promoted post acquisition to lead the integration of DHL Domestic and Home Delivery Network, forming Yodel. Created road map including, new brand, size of network, investment plans for new infrastructure, new T&C’s, IT system map and present to share holders.



DHL Express UK

• United Kingdom
• Transportation, Logistics, Supply Chain and Storage
• 500 - 600 Employee

• Senior Director of Commercial Development

  • Mar 2009 - Dec 2009

  Stepped out of finance to support the business more directly. The role priced new and retention business to maximise growth and profit, reviewing the network volume daily providing accurate forecasts including fall to ground to ensure the lowest operational costs and maintain service quality. Stepped out of finance to support the business more directly. The role priced new and retention business to maximise growth and profit, reviewing the network volume daily providing accurate forecasts including fall to ground to ensure the lowest operational costs and maintain service quality.



DHL

• Germany
• Transportation, Logistics, Supply Chain and Storage
• 700 & Above Employee

• Domestic Finance Director

  • Jul 2008 - Mar 2009

  Role during delineation process. Support to UK CFO and Domestic MD with all aspects of financial planning and controllership. Particularly understanding the profitability of the business as a stand alone entity.

• UK Operations Controller

  • Jul 2007 - Jun 2008

  Managing the operational costs of the business controlling for £400M covering 128 sites across the UK for both Domestic and International, covering up to 400,000 parcels per night.



GE

• United States
• Industrial Machinery Manufacturing
• 700 & Above Employee

• Global Finance Manager - Infrastructure, Oil & Gas

  • Jan 2001 - Jul 2007

  Positions held: Global IS Finance Manager £35M, growth sector of organisation (promotion), FP&A Manager - West Europe & Africa £70M, core business (promotion), FP&A Analyst West Europe & Africa (promotion), Global FP&A Analyst. During my time with GE my roles were financial. However, became the catalyst to general management due to importance of Finance to the organisation, exposure and expectation to wider business. Qualified into CIMA alumni (aged 21), held GE rating of Top Talent, Chairman awards, and Six Sigma qualification. Show less