Secure Care UK (Managing Director)
– Present
Summary
I am a delivery focused leader who gets bottom line results through engagement with people to drive positive business improvement. I have held various senior operational positions in field and central roles across both the Healthcare and Retail Sectors working within PE, public and privately owned ventures.
• In my two most recent Operations Director roles at Coop Funeral care and Allied Healthcare I have led large teams (1000 & 4500 people respectively) through significant change and been responsible for £100m+ revenue and £20m EBITDA.
In 2011/12 I led the merger of ADP Dental (135 sites) and IDH (Integrated Dental Holdings) (350 sites), delivering the largest ever NHS dental company merger ahead of time and under budget. This involved complex stakeholder management including facilitating the OFT, NHS and 3 PE houses (The Carlyle Group, Palamon Capital Partners and Merrill Lynch)
COOP Funeralcare (Head of Operations)
Summary
– 2 years 8 months
Accountable for £116m, £28m EBITDA business across 334 branch locations. I am responsible for a team of 1100 colleagues supporting 36,000 families a year whilst delivering a wide ranging organisational design, IT and cultural change programme
Delivered 2 successive years of above budget like for like growth in a static market;
Led the programme to establish 60 new funeral homes beating capex projections;
Led the national agenda for the cultural development of the operation including recruitment, on-boarding and diversity/inclusivity;
Restructured management team of the division;
Developed new night team model to address London traffic challenges.
Accountable for £116m, £28m EBITDA business across 334 branch locations. I am responsible for a team of 1100 colleagues supporting 36,000 families a year whilst delivering a wide ranging organisational design, IT and cultural change programme
Delivered 2 successive years of above budget like for like growth in a static market;
Led the programme to establish 60 new funeral homes beating capex projections;
Led the national agenda for the cultural development of the operation including recruitment, on-boarding and diversity/inclusivity;
Restructured management team of the division;
Developed new night team model to address London traffic challenges.
