A growing charity that has enjoyed success in its endeavours with helping young people enter the world of Education, Employment or Training. Focusing predominantly on 11-29 year-olds, S4L uses sport as the conduit alongside a structured learning programme to help develop skills in the younger population in order to facilitate a long-term commitment to one of these outcomes.

In the position of Chair, the board receives leadership and structure to ensure that the organisation remains in pursuit of it goals (growth based on exploiting commercial opportunities whilst retaining its strength in fundraising) and that there remains a strong focus on risk and governance.

6th largest Advisory firm globally. Led the Debt Advisory Proposition in the Central Region alongside the National Partner. Created awareness of a new service line within the UK Group and promoted internally to ensure existing clients were retained. Advising on transactions for clients and negotiating with lenders on terms and obtaining a competitive process for the client to deliver the best result; Winning new to RSM business for Debt Advisory and other service lines

Key achievements include delivering in excess of £1m of new income from clients new to the organisation that had been sourced by myself. This included the largest debt advisory mandate that the firm had ever won. Advised on £22m MBO for a food business, securing new debt in the process; £60m debt raise for a new energy services client; 7m debt raise for a new manufacturing client.

This is a complex organisation which has a Charity sitting as a parent company for a fully commercialised recruitment company. The recruitment company socially gifts its profits to the parent in order to allow the parent to undertake charitable work by delivering Government programmes aimed at helping marginalised individuals into the world of employment.

Leadership of the board ensuring accountability of Chief Executive and the Leadership team in areas of governance; finance; people; and technology to deliver the strategic plan.

Instrumental in winning retender for MV contract for Walsall council c.£45m over 3 years; recruitment of new Chief Exec; delivered turnaround in profit in first two years to the tune of £1m; ensured programme of cultural change delivered in first year in the organisation and on the board through new trustee appointments and restructuring of leadership team; strong culture of transparency, trust, and equality implemented. New governance and sub-committee structure put in place; close communication channel gaps. Finalist IoD Non-Exec Director of the Year 2020; Winner NED to Watch, Sunday Times/Peel Hunt NED of the Year 2021

This was a leadership role where I managed a team of ten people across multiple geographies in the UK implementing specific strategies with each direct (senior) report. The team included several Senior Directors. The size of my business was £10.3m of income (by the time I left the job) where the task was to grow this year on year – I achieved growth of £4.9m during my term. I directly report into Head of UK whose role it was to deliver international solutions encompassing Trade Finance and ABL products to the mid-market within the Corporate Banking Division; I acted as figurehead for the Midlands and Anglia Division where I sat on the Divisional Bord, driving strategy and commitment.

Head of Finance Department for a mid-sized business in the Steel Industry; Responsible for overseeing monthly management information preparation; External relationship management with Financiers; Insurance agencies; supplier negotiations; Management of company cashflow through prudent credit control and risk management; All aspects of budgeting process and directing financial and business strategy

Achievement in year one included removal of c.£1.25m of costs; securing £0.2m of asset investment; divestment of subsidiary business; directing the acquisition and implementation of new accounting software; implement new HR procedures and benefits package; drafting a turnaround structure