I have been lucky enough to have had huge variety in the paid and unpaid roles I have held over the years.
Full details of my career CV can be found here on my Linked-in profile – below though is a short sample of more recent roles where I’ve added value. Happy to talk through in more detail if you see something that might help you and your business right now.
Operating Partner (paid role) – Springboard Corporate Finance. 2017-2020
Springboard is an independent Corporate Finance specialist whose partners have more than 75 years combined experience advising on successful transactions. We focus on UK and international transactions and have offices in Birmingham, Nottingham and London.
My role as an Operating Partner consultant at Springboard (formally one day per week) was working with the team and our clients to add value, with a particular focus on the international work, strengthening origination processes and making the internal processes (GDPR, Cyber, technology, etc) more efficient.
Trustee, Audit & Risk (non paid) – City of Birmingham Symphony Orchestra. 2011-2017
£9 million turnover member owned charity, employing 150 highly motivated and skilled employees and a business with 95 years of heritage and quality known around the world: www.cbso.co.uk
- Co-opted to Board as Trustee for one year term November 2010, subsequently elected in November 2011 and appointed Trustee for Finance. I was re-elected to this position for a further three year term in November 2014, retiring from the Board in November 2017 following completion of the AGM.
- Responsible for financial stability of the CBSO, chairing regular Finance & Audit meetings, liaising with external and internal stakeholders which include Birmingham City Council, Arts Council England, the CBSO Pension Scheme, the Members via speaking at the AGM, etc
- Active involvement in several long-term project teams looking at future sustainability options for both the orchestra and the music scene in the City given the difficult current funding climate
- Input via Board membership into the CBSO’s strategy and operations
- Responsible with the Executive team for 7 successive years of beating annual budget despite continual funding round reductions and a deep recession.
Commercial Director (paid role) – Breaking Free Online Limited. 2013-2017.
Breaking Free is an innovative, behavioural science based automated digital health platform targeting addictive behaviours. Funded by venture capital from start-up, annual revenue is now circa £700,000 per annum.
- Introduced to the business when it was in a distressed state and after the loss of the key founder, I was responsible for developing new strategic partnerships for in the UK and overseas, raising over £500k of additional finance for the business to keep it solvent, overseeing general commercial matters across the company and working with our venture investors on funding needs and governance to get the business back to a less distressed state.
- This included working to clarify strategy, channels to market and internal operational processes and after this initial project was offered a turnaround role as Commercial Director, notionally three days per week as part of this turnaround plan and to help run the business for the very inexperienced founder.
- Worked to stabilise the business, develop new sales opportunities in both primary care and overseas (notably Canada, where I found an opportunity to tender, converted this and gave the business the opportunity to expand overseas)
- Raised over £500k in additional working capital for the business, from a mixture of RGF grants, R&D tax credits, innovation vouchers and EIT grants giving the business additional breathing space to develop and grow.
- Having set the business on a pathway to succeed and completed the objectives set by the venture backer I resigned in late 2017 to work on new projects.
Entrepreneur in Residence (paid role) – Innovation Campus Birmingham. 2013-2014
Now the UK’s largest digital campus, the Innovation Campus Birmingham is a one-stop-shop for innovators, entrepreneurs and investors looking to develop or fund tech start-ups with high growth potential, in particular through its Entrepreneurs for the Future programme, E4f – www.e4f.co.uk
- Appointed in May 2013 as the Campus’s first ever Entrepreneur in Residence following a competitive tender for the contract
- Acted as a personal coach for the tech start-ups incubated by the park, as well as acting as an ambassador for the programme
- This typically involved up to one day per week coaching, advising, and facilitating contacts for the tech start-ups, ultimately driving them to create investible/revenue generating businesses and create jobs in the knowledge economy
- Having spent one year in this role and having brought in two successors to my role within the programme, I gave notice to the Campus in mid 2014 in order to move to other roles as detailed above.
Non Executive Independent Director (Non paid), Warwickshire Cricket Board. 2012-2018
A company limited by guarantee formed in February 2013, responsible for all recreational (i.e non professional) cricket in the county of Warwickshire: www.warwickshirecricketboard.co.uk
- Asked by the Warwickshire Cricket Club chairman to join the board in early 2012 to help strengthen governance and speed the (then unincorporated) board to incorporation with the aim of becoming a high performing Board
- Incorporation and completion of business plan subsequently achieved ahead of plan and to budget
- Working towards targets, both cricket and financial to achieve Sport England, ECB and Warwickshire aims for the future sustainability of the sport in the County
- Particular involvement in the development of a Women & Girls strategy for the Board
- Resigned in early 2018 having spent 6 years on the Board and feeling that with board best practice in mind I should rotate off at that point.