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Interim manager

Work Experience

Jan 2004 – Sep 2004
Total Recruitment Solutions Group – Holbeach – Near Kings Lynn
A relatively new business Group offering recruitment services to the SME sector and recruitment industry.
Interim Group Managing Director (Total Reports 8 Admin staff plus 22 Field Sales)
• Re-structured and re-branded the entire Group.
• Developed the Group Sales & Marketing Strategy, worked with agencies to implement the marketing plan and hired a contract sales force.
• Developed the group internal infrastructure and staff plan required to meet the growth plans.
• Successfully launched the new group 1/3/04 with immediate sales success.
I have been offered the position full-time but I have decided that the recruitment services industry is not one that fulfils my career needs.
2002 – 2003
UK Business Point Limited (Formerly UK Business Exchange Limited – Rugby – Warwickshire)
A new company and business concept designed to increase each of its member’s business through inter-member business networking, utilising the Internet and by developing full e-commerce solutions for its members. Also provided on a fee basis are a vast range of consultancy services from a network of over 700 retained consultants across the whole of the UK.
April 2002 – September 2003 Group Managing Director, UK for UK Business Exchange Limited – (Total reports 700+ (mostly self-employed consultants), direct reports 4 Divisional Managing Directors (permanent employees))
• Responsible for setting up Divisional and Regional offices and driving the rollout of the product/services across the UK.
• Responsible for marketing & sales strategy and implementation.
• The business achieved £500K t/o in its first year and is expected to achieve £3M in its second due to my management.
In September 2003 the business was sold by the owners. The new owner replaced all directors with his own but offered me the role of Corporate Development Director to retain my experience within the business. The company name changed to UK Business Point Limited.
September 2003 – Dec 2003 Corporate Development Director – (Total reports 31, direct reports 2 (1 x Sales & Marketing Manager, 1 x Product Development Manager))
• Responsible for all sales and marketing activities through a Sales Manager, 25 salesmen and 1 internal sales support executive.
• Responsible for all product development and new product launch programmes through a PD Manager and 2 PD specialists.
• Responsible for the creation of all marketing & internal collateral and branding development/control.
• Set up and personally managed the key account management system to ensure the highest level of CRM.
• Responsible for internal procedures and systems and the attainment of IiP and ISO9000 through a documentation specialist.
At the end of December 2003 the company was wound up by new owners of the business after all assets had been stripped out and integrated into their own business. All staff were made redundant with zero notice.
1999 – Oct 2001
Lucent Worldwide Services (LWS) - Maidenhead - Berkshire
Lucent Technologies, part of Bell Labs, was one of the largest IT based companies in the world. LWS is the IT and business consultancy division of this organisation. IT consultancy being well established in the UK business consultancy was in a start-up situation.
Business Consultancy Practice Director (Total reports 6 Business Consultants – Reported to Consulting MD)
• Responsible for growing the business consultancy sales and developing the Practice with a view to eventually heading up the Business Consultancy Practice once established. We achieved £1.5M in Year 1 with 98% consultant utilisation.
• Responsible for setting up the strategic alliance programme with some of the top Business Consultancy companies such as PriceWaterhouseCoopers, Deloitte & Touche and Andersen.
• Responsible for Programme Management, in the role of Programme Director, of major multi-million pound projects undertaking a senior, board level, client-facing role.
• Introduced a formal Programme Office system for managing and monitoring major projects. Despite the despite the high set-up cost per project, the overall result was improved profitability and improved customer satisfaction.
1997 – 1999
Heating & Ventilating Contractors’ Association (HVCA) – Bayswater – London
Long established (almost 100 years), prestigious and well-respected trade association. Piper Enterprises Limited, a subsidiary of the Association, is the holding company of the commercial division of the Association to which the five commercial subsidiaries report. The commercial division was responsible for all income generation (£6M pa) with the exception of membership subscriptions, and offered product lines including Apprenticeship Training, ISO9000 & ISO14000 accreditation and Welfare, Pensions and various Insurance schemes including Corporate Insurance.
Chief Executive – Piper Enterprises Limited (Total reports 110, direct reports 3 General Manager's - Reported to the Association Group Chief Executive)
• Director on the holding company board and five subsidiary company boards.
• Formulated and implemented long term strategic plans and rolling business plans for the group.
• Controlled directly all commercial activities such as sales and marketing and created the sales and the marketing department including the recruitment of all staff. (Total of 15 sales staff).
• Restructured subsidiaries to facilitate planned expansion, with resultant £400K cost reduction.
• Developed account management/CRM system for all customers.
• Developed and launched two new products. Sales approached £500K p.a. in just over 12 months.
• Identified the need for strategic acquisition and personally managed all acquisition business activities.
1993 – 1997
Hays Information Management – Sittingbourne – Kent
International records management, scanning & imaging, facilities management specialist and data management software Company. The main market sectors were mainly the oil & gas industry but also included the general commercial sector. The company was a £20M division of the Hays PLC Group.
Senior General Manager/Director (Total reports 145, direct reports 3 General Managers - Reported to the MD)
• Full P&L responsibility for three profit centres based in and around London serving the South of England.
• Formulated and implemented long term strategic plan and rolling business plan.
• Developed account management policy and personally managed top ten accounts.
• Managed the sales activities of the team of 12 salesmen.
• Increased sales from £5M to over £8M in 2½ years. Increased R.O.S. from 12% to 28%.
• Reduced complaints by 60% through closer customer monitoring, improved customer care and the development of the Client Partnership programme. This scheme offered uniquely trained Hays staff to clients to cover holidays and other staff absences.
• Dramatically increased and improved Client Partnership programmes to a complete Facilities Management service. This became a highly profitable £750K business service in under a year.

1988 – 1993
Ultra Laboratories Ltd. – Sittingbourne – Kent
Manufacturer of high technology surgical dressings for sale to NHS and private hospitals and the community. Autonomous subsidiary of the £60M turnover Seton Healthcare Group PLC, manufacturers of "Tubigrip" and other woven bandage products.
General Business Unit Manager (Total reports 52, direct reports 3 Senior Managers - Reported to a Main Board Director)
• Managed all business unit operations including NHS, private hospital and community sales into pharmacies etc. through a UK sales force and international sales through network of 15 agents. Won the 1989 Kent Exporter of the Year Award.
• Planned and project managed the automation of the manufacturing process. Resulted in cost reductions/efficiency gains through staff downsizing. This reduced staff overheads by 40% and packaging material costs by 30%.
• Increased sales from £2M to £6M in 5 years. Increased R.O.S. from 8% to 35%.
• Planned and project managed a £2M project to re-locate the whole operation to Seton’s Oldham head-office. Responsible for the design of new clean room facilities and manufacturing equipment and programme management. Completed on time and within budget mid 1993.
1978 – 1988
Colorcon Limited – Orpington – Kent
Manufacturer of specialised chemicals and edible printing inks for the pharmaceutical, food and confectionery industries. This was a £20M turnover autonomous subsidiary of an American company, Colorcon Incorporated.
Operations Director (Total reports 40, direct reports 4 Senior Managers - Reported to the MD)
Managed all UK operational departments, including manufacturing, purchasing, inventory control, warehousing & distribution, site maintenance. Controlled a large (£7M turnover) international warehousing & distribution operation covering Germany, France, Italy, Australia and Singapore.

1973 – 1978
The Wellcome Foundation Ltd. – Dartford – Kent
Manufacturer of ethical pharmaceutical products. - Quality Control Supervisor (Total reports 25, Direct reports 2 Senior Technicians)
1971 – 1973
Burts & Harvey Ltd. – Belvedere – Kent
Manufacturer of agricultural chemicals. - Senior Shift Analyst (Total reports 30)
1969 – 1971
Horace Cory & Co. Ltd. – Plumstead – S. E. London
Manufacturer of food colourings and organic pigments. - Production Supervisor (Total reports 5)
1965 – 1969
B.O.C.M. Ltd. – Belvedere – Kent
Manufacturer of animal feed and vegetable oils. Part of Unilever. - Laboratory Assistant

Education

Bexley & Erith Technical High School (1960 – 1965) - GCE "O" Level: Maths (A), English Language (A), English Literature (B), Physics (A), Chemistry (A), Biology (A), Art (A), History (C), Geography (C).
Woolwich College for Further Education (1965 – 1969) - GCE "A" Level: Maths (B), Physics (A), and Chemistry (A).

Skills

Main board and subsidiary board director 25 years experience working at director level. I have held Positions as Operations Director, General Manager and Chief Executive of a group of five small companies. This offers any prospective employer someone who is able to operate and communicate at the highest levels within and across any organisations. A great asset when developing business with organisations where the main board is the main contact.

Strategic business plans 25 years experience of creating and implementing highly successful business plans, used as the basis by which these companies successfully grew sales and expanded into new territories. I am therefore well experience in providing strategic support and guidance to companies.

P&L management For over 25 years I have had responsibility for preparing and managing P&L’s at the highest level. The benefit to any company would be that they would have someone who has the depth of experience to use these and any other financial tools as an aid to successfully managing their business.

Business management Excellent 14 year track record of managing businesses autonomously, exceeding all sales and profit targets year after year in each company that has been managed. AT UK Business Exchange I was involved with successfully rolling out a brand new business concept within the UK with no track record. This means that any future employer would reap the benefit of this tough and focused business approach.

Customer Relationship Building and Management Successfully designed and introduced Customer Care and Customer Relationship Management programmes that have resulted in up to 60% reduction in complaints. Interestingly these programmes had a direct impact on increasing sales from these existing customers. You can be sure that my ability to extract further sales from existing customers whilst reducing the sales overhead would be put to good use within any company.

Man-management and strong leadership A strong leader with superior man-management skills comes from a tough management style whilst treating all staff fairly and equitably. I have a track record of excellent staff working relationships. The result of this is a harmonious and happy workforce who is loyal, flexible and work very hard. A benefit to any company!

Team builder At HVCA I had to build my corporate team from scratch, employing everyone from my P.A. to the sales force. I also had to product-train the sales force. Being a new team, team building was a top priority to get everyone working together and various team-building activities were devised. I am sure that my ability to hire the correct staff, train them and mould them into a “Team” would be of great benefit to any employer.

Business Consultant Worked within the IT industry at Lucent advising companies on Business Strategy/IT alignment as well as business management, sales and marketing and Business/Process re-engineering. The consultative approach to analysing and solving problems is a powerful one. Not only that but I also have the experience of available IT business solutions and solutions providers so necessary in today’s competitive market place to stay one or two jumps ahead of the competition.

Programme and Project Management Have managed several very large factory construction projects from design concept to build completion; additionally I have managed IT implementation/roll-out projects and new product development and launch projects across several industries. I can therefore manage multi-functional teams, very large, complex operations and projects of high technical content utilising formal project management tools and methodologies.

Sales and Marketing Management For the last 14 years or so I have had complete responsibility for Sales and Marketing. My sales management efforts have generated sales that have exceeded all targets in every company that I have worked for. My Marketing activities at HVCA centred on two new products that I personally developed, launched and then created and managed the Marketing campaign. This was highly successful returning £500K p.a. in sales in just over 12 months. Sales and marketing teams are in safe and innovative hands with me.

Cost reduction and operational output improvement specialist Throughout my senior level career I have had an excellent track record of cost reduction with high levels of efficiency gains. At HVCA I restructured the group rationalising and centralising many of the operations resulting in £400K cost reduction with no loss of customer care or efficiency. I am confident that my ability to review operations/businesses and re-engineer processes to gain efficiency and cost savings would be an asset to any company.

Working within Europe and globally I have controlled large warehousing and distribution activities (Germany, France, Italy, Australia and Singapore) and sales operations through export agents around the world and have travelled extensively. This experience will underpin any company’s European expansion plans.

Highly computer literate Have used computers for over 15 years and spearheaded the introduction of IT as a working tool within each company I have run. I will ensure that the IT needs of the business are always fulfilled but aligned with the business strategy.

Languages

Only English

Other

I am a dynamic senior Director with over 25 year's board level experience; I also have extensive business management skills having had 14 years experience of successfully running and organically growing autonomous £2M - £20M businesses. I am commercially and financially astute, have very highly developed analytical skills and an excellent track record of growing businesses through building and managing very close client relationships. A combination of strong leadership and man-management skills have provided me with strong levels of ability in the areas of team building and change management whilst in depth Operations experience has allowed me to develop very strong expertise in the areas of Business Process Re-engineering.

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