Experience

Hansal International

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

• Chief Executive Officer UK

  • Apr 2018 - Present

  Responsible for driving the commercial growth of the brand across the UK, working closely with the CEO for Europe and Africa to explore business opportunities in Consultancy, Training, Coaching, Recruitment and Change management.

• Managing Director UK

  • Jun 2017 - Apr 2018

  Leading the expansion of Hansal International across the UK

• Director GDPR Consulting

  • Sep 2016 - Jun 2017

  Leading the GDPR consultancy business, helping organisations to understand the legal framework in relation to the the EU General Data Protection Regulation (GDPR) that will become law in the UK from 25th May 2018, and to support the implementation of plans for compliance with the legislation through our network of project managers



DataMeister Ltd

• United Kingdom

• Director

  • Feb 2018 - Present

  A consultancy business specialising in Data Privacy. A consultancy business specialising in Data Privacy.



24/7 Corporate Travel Ltd

• United Kingdom

• Director

  • Sep 2013 - Oct 2019

  A Corporate travel consultancy specialising in business travel and high end private travel including concierge services A Corporate travel consultancy specialising in business travel and high end private travel including concierge services



Asset2Asset Ltd

• United Kingdom

• Director

  • Aug 2009 - Apr 2018

  This business was created in 2009 primarily to provide flexible support to companies and individuals experiencing difficulties in times of recession, whilst keeping costs to a minimum. It has evolved to provide support and financial guidance to SME's and individuals in difficulty as well as specialist consultancy for a variety of businesses that are undertaking change in complex or ambiguous circumstances. We have supported clients in a variety of sectors through transformation programmes… Show more This business was created in 2009 primarily to provide flexible support to companies and individuals experiencing difficulties in times of recession, whilst keeping costs to a minimum. It has evolved to provide support and financial guidance to SME's and individuals in difficulty as well as specialist consultancy for a variety of businesses that are undertaking change in complex or ambiguous circumstances. We have supported clients in a variety of sectors through transformation programmes, business re-design, leadership development and coaching, operational and performance management, as well as developing and implementing new marketing and sales models. Our aim is to challenge conventional thinking and encourage innovation, particularly a digital approach whilst managing the risks that such challenge brings with it. We remain commercial focusing on supporting large scale transformations but remain true to our roots as a small business by spending a proportion of our time coaching and mentoring the key personnel in several small and medium enterprises who do not have the luxury of economies of scale and who we can help negotiate their growing pains. Our payback is often that we learn things from them that the larger businesses have long since forgotten! Show less This business was created in 2009 primarily to provide flexible support to companies and individuals experiencing difficulties in times of recession, whilst keeping costs to a minimum. It has evolved to provide support and financial guidance to SME's and individuals in difficulty as well as specialist consultancy for a variety of businesses that are undertaking change in complex or ambiguous circumstances. We have supported clients in a variety of sectors through transformation programmes… Show more This business was created in 2009 primarily to provide flexible support to companies and individuals experiencing difficulties in times of recession, whilst keeping costs to a minimum. It has evolved to provide support and financial guidance to SME's and individuals in difficulty as well as specialist consultancy for a variety of businesses that are undertaking change in complex or ambiguous circumstances. We have supported clients in a variety of sectors through transformation programmes, business re-design, leadership development and coaching, operational and performance management, as well as developing and implementing new marketing and sales models. Our aim is to challenge conventional thinking and encourage innovation, particularly a digital approach whilst managing the risks that such challenge brings with it. We remain commercial focusing on supporting large scale transformations but remain true to our roots as a small business by spending a proportion of our time coaching and mentoring the key personnel in several small and medium enterprises who do not have the luxury of economies of scale and who we can help negotiate their growing pains. Our payback is often that we learn things from them that the larger businesses have long since forgotten! Show less



Change Associates

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

• Associate Consultant

  • Jan 2013 - Jun 2017

  Business specialises in providing support for businesses through Organisational Change and Transformation Business specialises in providing support for businesses through Organisational Change and Transformation



Barclays

• United Kingdom
• Financial Services
• 700 & Above Employee

• Regional Mortgage Sales Director

  • Jan 2005 - Aug 2009

  Sales and operational mangement of a heavily regulated sales team of up to 11 senior leaders and 100 mortgage advisors incorporating, - integration of two disparate sales teams, cultures and processes following woolwich /Barclays merger. - motivation and management of change through credit crisis - Maintaned morale through focused recruitment and personal development of sales staff during banking crisis of 2008/09. - Achieved consistent productivity gains throughout the period.

• National Sales Director SME market

  • Sep 1999 - Dec 2004

  Operational,Financial and Sales leadership of a team of up to 11 senior leaders and 2600 staff across all UK Regions, incorporating, -Management of significant change in Local business market during period of significant government challenge relative to bank charges. - Undertook strategic review of Barclays national offering to Local business, followed by implementation of a structured sales, operations and cost plan to maintain competitive advantage but satisfy government… Show more Operational,Financial and Sales leadership of a team of up to 11 senior leaders and 2600 staff across all UK Regions, incorporating, -Management of significant change in Local business market during period of significant government challenge relative to bank charges. - Undertook strategic review of Barclays national offering to Local business, followed by implementation of a structured sales, operations and cost plan to maintain competitive advantage but satisfy government requirements, over 18 month period. -Experienced in all aspects of HR(d&g,recruitment,succession,training,coaching and development), sales and operational management as a direct result of the consequences of change at senior level.

• Regional Head Small Business London

  • 1996 - 2000

  Responsibility for sales to Small Business customers across the whole of London within the M25, together with Hertfordshire,Bedfordshire and Buckinghamshire. Some 25% of the banks Small business portfolio and exceptionally important area profit wise. Also oversaw the rationalisation of the business from 36 teams in 1996 down to just 12 by 2000, whilst achieving top three sales position consistently out of 16 regions. Undertook several demanding change programmes whilst managing the expectations… Show more Responsibility for sales to Small Business customers across the whole of London within the M25, together with Hertfordshire,Bedfordshire and Buckinghamshire. Some 25% of the banks Small business portfolio and exceptionally important area profit wise. Also oversaw the rationalisation of the business from 36 teams in 1996 down to just 12 by 2000, whilst achieving top three sales position consistently out of 16 regions. Undertook several demanding change programmes whilst managing the expectations of over 550 staff.

• Senior Operations Manager

  • 1994 - 1996

  The operational management of a clustered branch network incorporating 12 outlets and 250 staff. The role was responsible for the organisation of daily operations, human resources issues, performance management, customer service, and the costs of the whole network, in addition to maintaining support and motivation across sales lines both personal and corporate. Key achievements in this role were in reducing costs by 20% against annual budgets by rationalising the operation improving morale and… Show more The operational management of a clustered branch network incorporating 12 outlets and 250 staff. The role was responsible for the organisation of daily operations, human resources issues, performance management, customer service, and the costs of the whole network, in addition to maintaining support and motivation across sales lines both personal and corporate. Key achievements in this role were in reducing costs by 20% against annual budgets by rationalising the operation improving morale and hence customer service, and achieving dynamic sales efficiency as a direct result.

• Corporate Manager

  • 1990 - 1994

  Two roles predominantly lending money and maintaining a relationship focus to cross sales across diverse portfolios. the role in Luton was predominantly retail focused, and the role in Hitchin was a business development role incorporating a large agricultural portfolio. The period represented a massive transitionary period in UK banking as banking changed its focus from indiscriminate lending growth throughout the 1980's to a more risk weighted and managed approach as we moved into the 1990's… Show more Two roles predominantly lending money and maintaining a relationship focus to cross sales across diverse portfolios. the role in Luton was predominantly retail focused, and the role in Hitchin was a business development role incorporating a large agricultural portfolio. The period represented a massive transitionary period in UK banking as banking changed its focus from indiscriminate lending growth throughout the 1980's to a more risk weighted and managed approach as we moved into the 1990's. Exceeded contract in final two years, following which I was subsequently promoted to a new role.



Barclays

• United Kingdom
• Financial Services
• 700 & Above Employee

• Various operational roles up to office management level

  • 1978 - 1989