CPL was started in the box room of my home in 2005 and over the following 7 years we grew the business supplying and installing commercial kitchen equipment and undertaking minor building works (quick turnkey) upto a typical building value of £ 50k. Kitchen works ranged from small thousands to rollout contrats valued at £ 2million/annum. The business model was key account clients, supported by dedicated account/project managers with a strong emphasis on customer support/ responsiveness. Growth was achived by results, quality of works, quality of project management and service. 2012 we undertook a strategic roadmap to build the business for a trageted exit plan and in the following years grw the business and some strategic divisions to a t/o in exccess of £ 12mill with an EBITDA of £ 1.38mill. At our optimum we employed 41 people.

I was employed at this small regional family company to support the sales/project function to process/plan/cross check and deliver commercial catering kitchen equipment with a typical project value ranging from £ 100k to £ 500k perhaps managing 3/4 projects at any one time. Working directly with a small office team, we worked for varied customers from high end Michelin star rated chefs to universities. I would take responsibility for producing service drawings, site measurements, liaison with building teams as well as our own supply chain / manufacturers. Control of the project P&L was mine with cost analysis summary upon each project completion. Settling final accounts as applicable and processing stage payments during a contract.