•   Programme Manager - bidding strategy and cost improvement assignment for a major consortium as part of a PPP proposal

•   General Manager - responsible for formulation and introduction of a programme of structural change at a joint venture in infrastructure renewal. Delivered a cost base reduction of £2.1m per year

•   Managing Director - for the parent company of a non-core, £10m turnover computer consumables company losing around £100k p.a. The parent company was looking for flotation and a proposed sale of the subsidiary had just fallen through because of weak management. We provided a MD to turn around the subsidiary. By concentrating on sales and marketing he achieved break even within 3 months. He subsequently arranged a disposal, staying on as MD under the new owners for 6 months to integrate the company into their operation

•   Project Manager – a major Oil and Gas maintenance business lacked the bandwidth to develop a new product. The role was to investigate market and introduce project management disciplines to develop this new area of business

•   Finance Director - for a Professional Services firm planning to list (IPO) on AIM. Installed systems and processes to move from a firm to a corporate body and managed the business and advisors through to the IPO

•   Programme Director - for an Aerospace company’s Jet Fighter programme which had many problems and issues concerned with failing to deliver to the client. The role was to devise, lead and drive the "Get Well Programme"

•   CEO / Chairman - Replace existing Board of highly troubled Plc with Intermediate Management CEO and FD with the remit to effect re-organisation of businesses; develop a strategy to gain banking support and raise Rescue Rights funding. Successfully completed restructuring; agreed banking syndicate (deferral and part cancellation of debt); raised Rights Issue support from existing and new Institutional fund managers, rationalised overheads, closed some operations and used Intermediate Management managers in others

•   Programme Director - another Jet Fighter programme. The role was to lead the implementation of new programme/project management disciplines to enable the overall programme to pass the next business review

•   HR Director - assignment to handle due diligence and merging of two newly acquired businesses into a major plc

•   HR Director - for a major Aerospace Company. A major outsourcing bid was being prepared to take over UK MOD logistics which would result in the establishment of a new joint venture company. The role was to set up from scratch the HR function and all HR practices and policies for the new company

•  Supply Chain Director - a major Aerospace Company. A strong negotiator required to set a new base line with several suppliers related to maintenance costs

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