Actively looking for Non-Exec Director roles in either the private, public e.g. health sector or; the not-for profit sectors.

Ideal size of organisation would be medium to large in either sector.

Happy to consider Interim roles too.


Walking, Industrial Heritage preservation, Wilderness Photography

About Me


·Highly qualified, strategically minded and solutions oriented Chief Operating Officer / Director

·Solid Executive committee experience

·Wide experience of implementing formal corporate governance processes in a number of different sectors

·Significant experience in driving business growth and in turning around failing businesses

·Considerable experience in devising and manage complex corporate change and restructuring

·Substantial experience in building major strategic outsourcing programmes

·Extensive experience of working on business start-ups of all sizes

·Proven track record in building teams and coaching people at all levels




Rather than list my skills and associated evidence on a one per entry basis I have grouped them all together and set them out below in one go:   PROFESSIONAL EXPERIENCE   Governance and Leadership ·    While Interim Chief Operating Officer at the Kennet and Avon Canal Trust, guided the Trustees, employees and key volunteers through a successful organisational restructure and implementation of a comprehensive and fit for purpose set of new governance processes to comply with current legislation. ·      Worked with the Trustees to Implement a new executive management structure to pave the way for more effective strategic management capability at the K&A Canal Trust. ·    Strengthened the capability of the Board of Trustees of the K&A Canal Trust by Implementing formal Trustee training programme to improve skills and capabilities among existing Trustees. ·      Led the K&A Canal Trust through major constitutional changes associated with the recent companies and Charities legislation.   Strategic Planning ·      Oversaw the design and creation of a £560m strategic outsourcing contract between Energis and Nortel to underpin Energis’ future competitiveness in the Business to Business Telecoms market. ·      Taking the lead, planned and implemented with the senior team at the K&A Canal Trust new five year, three year business plans and annual operating plans. ·    Oversaw the creation of strategic heritage and environmental preservation and management plans in compliance with modern accepted Heritage preservation practice. ·    Led work at Energis to make the strategic planning processes around Network construction more effective and timely to enable the company to meet planned growth requirements.    Financial ·      Full P&L responsibility held while Interim Chief Operating Officer at the K&A Canal Trust. ·      Raised Turnover at the K&A Canal Trust by 10% during the recession and decreased costs by focusing on essential activities rescuing the Trust from insolvency in the process. ·    While at Openreach, set in place a virtual team, linking up with other relevant parts of BT and initiated robust processes to improve revenue assurance, recovering in excess of £10m unbilled revenues in the process. ·    Implemented fit-for purpose financial operating model at the K&A Canal Trust in order to ensure compliance with Charity risk and governance legislation. ·      Co-operated with the Commercial Director and the group Finance Director at Energis in organising the financial securitisation exercise associated with a £650m strategic outsourcing contract. ·      Focused on grant seeking activity increasing receipts by over £100,000 in one year to underpin a large future capital expenditure programme (over £1m) at the K&A Canal Trust. ·    Played a pivotal role in delivering a joined-up £1bn+ Revenue budgeting process at Openreach giving better control over capital budget management.   Operations Management ·        While at BT, ran several operational control centres managing field staff in delivering customer services, focusing on improving service delivery timings to meet regulatory requirements. ·        Implemented a business support capability within the Customer Management Division  at Openreach to provide continuing revenue budget planning resource to embed the new processes and promote long term revenue growth. ·        Led successful efforts to rebuild the end to end infrastructure delivery operation at Energis to enable the company to meet its customer and regulatory obligations, safeguarding its entire revenue stream. ·      Personally designed and led coaching and development of people and teams at BT, Energis, Openreach and the K&A Trust to improve performance and morale and to drive long term positive cultural change.   Change Management ·      While Change Director at Energis, guided the key directors of the company in restructuring the organisation to integrate UK and foreign acquisitions into the company, reducing payroll by £8m recurring and other non-recurring benefits of £2m. ·      Chairing a programme management Board at Energis, built several programme teams to manage corporate IT implementations designed to facilitate automation of existing and implementation of new customer service provisioning processes  making £2m recurring savings in payroll costs and providing a 30% increase in service delivery capability. ·      Instrumental in deploying major rationalisation programmes in BT, reducing workforce management centres in one division of the company and facilitating redeployment of staff into other parts of the company. ·      Initiated a long term programme to change volunteering culture at the K&A Canal Trust designed to improve the effectiveness of the organisation’s social offering in attracting new blood.  

Work History

Work History
Sep 1972 - Present


Instead of 1 item per entry, I have summarised my Corproate Background below to keep the overall CV to a reasonable length


2007 - 2009  Kennet and Avon Canal Trust - Chief Operating Officer

2006 - 2007  Openreach Ltd  Senior Interim role major corporate start-up

2003 - 2006  TPS Building & Maintenance Ltd  - Managing Director

2002                Sabbatical

2000 - 2001  Energis Plc - Interim Director Roles

1998 - 2000  Energis plc - Senior Interim Manager roles

1972 - 1998  BT plc - Earlier Career spent in a variety of Line and Middle  Management roles