Business growth requires making decisions. Complex, rapid, make-or-break decisions.

Enter Vistage, the world’s leading business advisory and executive coaching organisation. Designed exclusively for CEOs, business owners and key executives to tap the experience and impartial advice of exceptional business leaders to drive outstanding results.

Each Vistage Chair assembles and facilitates a confidential peer advisory board made up of a select group of about 12-16 high-calibre executives. Each Vistage peer advisory board is specifically tailored to CEOs, business owners, or key executives. They’re purpose-built so that members can help each other to address their most pressing decisions candidly and draw on the experience of other executives who’ve faced similar situations. Chairs are accomplished business leaders and mentors, hand-picked from a cross-section of industries. The guidance of a Vistage Chair creates a ripple effect felt from C-suite through company ranks, and into your community.

Our members are dedicated to improving their businesses, their leadership, their community and each other. Their willingness to put ego aside and apply the necessary rigour in the pursuit of excellence is what makes us different.

Vistage members get a competitive edge and outpace their competition. During the most difficult times, Vistage CEO members grew their annual revenue on average by 4.6% in 2020, while non-members with comparable small and medium-sized businesses saw revenue decrease by 4.7%.

More than 25,000 members across the globe count on executives in their peer advisory boards to provide fresh perspectives and new ideas to solve challenges and seize opportunities.

Throughout my career I have worked in high growth, entrepreneurial companies. I am dedicated to the economic growth of the North West of England through:-

- Executive coaching and mentoring,
- Speaker on business finance and the role of the finance function.
- Non-Executive Directorships,
- Angel Investing.

Pure Leisure Group is one of the country's leading Park operators with interests throughout the UK as well as owning the Royal Westmoreland Resort in Barbados.

A key member of the board with extensive knowledge of the housebuilding and construction industry during a period of significant expansion and growth when turnover increased from £44m to £191m (334%) and Operating Profits rose from £4.1m to £37.7m (820%).

Received an unsolicited offer of bank support should I wish to lead a fourth MBO of the company.

Effectively managed the relationships with venture capital investors and bankers and saw these facilities increase from £15m to £223m during my tenure.

Played a key role in the Tertiary MBO; the £24m acquisition of the Allen Homes Group; the £8m acquisition of Badger Homes; and the establishment of a Joint Venture with our bankers for the development of strategic sites.

Full responsibility for tax compliance and reporting, including the introduction of the CIS scheme and maximising the contaminated land relief claims. In addition, I oversaw the re-organisation of the group following the Allen acquisition whilst ensuring all tax losses were preserved

Management of the finance function comprising 16 staff covering the 5 operating companies (“regions”) based in four locations.

Management of IT function and its development including the transition from a thin client to a thick client LAN and connectivity between 5 offices, implementation of a procurement package, after-sales system and a sales system for all regions.

£20m manufacturing company operating in an automotive supply chain environment. This was the European arm of HUSCO International Inc a privately held company following an MBO in 1985.

Achievements

• Appointed Interim Managing Director after the sudden loss of the incumbent.
• Increased turnover fourfold to £20.4 million and profitability from £197,000 to £1,393,000 pa during my tenure.
• Selection and implementation of an Integrated ERP system.
• Generated a facilities expansion strategy saving £4.5 million in initial investment on the corporate plan.
• Developed a hybrid pension scheme design that was implemented in March 1999 creating savings of 25% of pension cost in the first year alone.

Progressive positions, including two secondments to Corporate Recovery, culminating in the appointment as a training tutor.

Qualified with first time passes and immediately left after being an FD role by a client.