Acting Associate Director - Land Mobility Operations and Fleet
Red Sea Global
Total years of experience :29 years, 6 Months
Spearheaded the Mobility team's fleet operations, controlled the management of assets worth approximately 100 million SAR. Ensured stringent adherence to corporate policies, brand representation, and compliance with local regulations.
• Oversaw Mobility team's fleet operations (100 million SAR assets), ensuring compliance and efficient asset management, achieving high operational standards.
• Led a team of 72, including Service Delivery and Fleet personnel, leading facility development and operational excellence, resulting in significant infrastructure and departmental improvements.
• Developed and implemented a strategic fleet optimisation plan, aligning with organisational growth objectives, resulting in a 23% enhancement in fleet operations efficiency.
• Established robust safety protocols and training, promoting a culture of safety and continuous improvement, elevating departmental performance.
• Enhanced operational synergy through proactive inter-departmental collaboration, leading to notable improvements in organisational efficiency and cohesion.
Key Achievements
• Expertly managed a fleet of 133 high-end luxury vehicles at a world-leading resort, delivering top-tier service and maintaining exemplary operational standards.
• Drove major improvements in infrastructure and efficiency with innovative facility and fleet management strategies.
• Significantly aided organisational growth through strategic fleet optimisation and alignment.
• Cultivated a strong safety culture and continuous improvement, enhancing departmental performance and organisational synergy.
Director and Programme Lead for the provision of services to the UK Government Department of Health & Social Care (DHSC) and the Home Office by Mitie, the UK’s leading facilities management and professional services company.
• Led 5 Regional Managers and 25 Regional Operations Managers, as well as 650 Paramedics and Technicians, 81 Security Supervisors and 393 Security Officers, ensuring the achievement of KPIs and compliance.
• Implemented a robust programme of quality assurance checks and maintained compliance with the 7 Caldicott Principles, Care Quality Commission (CQC) standards and Security Industry Authority regulations.
• Delivered contractual obligations, built strong client relationships and managed stakeholder expectations.
• Forecast budgets, analysed spend and briefed the client with weekly project progress and financial position.
• Managed the training matrix, maintained competency requirements and achieved 92% annual currency levels.
• Retained the RAID Register and all associated project artifacts, captured potential risks, chaired daily calls and implemented mitigation measures.
• Collaborated with key partners to align departments and maximise operational outputs.
Key Achievements
• Directed the security and management of 84 bridging hotels housing refugees fleeing Afghanistan prior to their relocation to permanent accommodation, under the Home Office Afghan Relocation & Assistance Policy.
• Led a fully CQC compliant medical programme to provide a Managed Quarantine Service at 82 UK hotels for 247, 000 international travellers and 33, 500 people airlifted from Afghanistan in 2021, under a £66m contract with DHSC.
• Consistently achieved 98% KPIs for service standards, patient experience, staffing cover and response times.
• Programme Lead from initiation to closure, for £9m pilot to provide nationally deployed pop-up testing laboratories and FM support services (Hard & Soft) to the DHSC, attributed to identifying the COVID-19 S. African variant.
Roles & Responsibilities (but not limited to):
• Identify business opportunities with both new and existing customers.
• Work with the customer to understand business needs and provide optimum solutions.
• Manage day-to-day activities of Account Managers and Account Coordinators.
• Provide support and guidance to the account management team.
• Track and monitor overall account performance to meet targets.
• Work with management in identifying business success factors and risks for new and existing clients.
• Prepare monthly overviews of client activities, revenue forecast and future plan.
• Manage contract renewals and perform contract and financial negotiations.
• Assist in issue escalation and risk management.
• Work closely with the account management team to meet or exceed client expectations.
• Develop long and short term strategic plans for clients.
• Maintain productive relationships with clients.
• Manage client budgets and provide cost optimisation solutions.
• Prepare and deliver client presentations, case studies and proposals.
• Raising clients’ business concerns and needs to the company’s management.
• Communicating to clients clearly and addressing their concerns and resolving any conflicts that arise.
• Facility & Building Management.
• Support & Security Services.
• Budget & P&L Management.
• Operational Planning.
• Customer Relationship Management.
• Contract Compliance.
• Environmental Factors.
• Operations and Maintenance.
• Lean Methods for efficiency.
• Productivity Improvements.
• Cross-Functional Collaboration.
Accountable to the CEO and Board for the business performance of 96 lawyers and support staff at leading Suffolk law firm, Ashtons Legal; managed business operations across the Property Group, ensuring the teams operated efficiently, professionally and within budget.
• Developed and executed strategic business plans, engaged teams, coordinated satellite office activities, set financial targets and acted as ‘thought leader’ to instil cultural change and future-proof the business.
• Optimised leadership and management capability by coaching and mentoring staff, associates and fee earners, significantly improving team cohesion, gearing and performance.
• Drove continuous improvement and created a comprehensive suite of monthly management and financial reports for submission to the Board that aided decision-making and tracking of KPIs and other metrics.
Key Achievements
• Conducted a strategic review and successfully merged three large sub-group legal teams to form a new Property Group, creating greater efficiency and resilience while improving profitability, client retention and brand strength.
• Grew revenue by 72% during tenure, from £3.6m in 2017 to £6.21m in 2020.
• Improved external audit compliance for quality and governance from 64% to 97%.
Roles and Responsibilities:
• Collaborate with the CEO in setting and driving the Firm’s vision, operational strategy, and recruitment needs
• Translate strategy into actionable goals for performance and growth, helping to implement goal setting, performance management, and annual operating planning
• Oversee day to day operations and productivity, building a highly inclusive culture ensuring team members thrive and business outcomes are met
• Ensure effective recruiting, onboarding, professional development, performance management to recruit skilled talent and keep the best employees.
• Ensure effective risk management
• Analysing internal operations and identify areas of process improvement
• Developing actionable business strategies and plans that ensure alignment with short-term and long-term objectives developed in tandem with the CEO
• Overseeing legal team operations and central support functions, and partner with the CEO to budget for sufficient investment capital to achieve growth targets over the near term
• Managing capital investment and costs to ensure the Firm achieves targets relative to growth and profitability
• Monitoring performance and establish corrective measures as needed, and prepare detailed reports
• Maintaining and building trusted relationships with key clients, partners, and stakeholders
• Drive the operating capabilities to exceed customer satisfaction and retention goals.
• Delegate responsibilities to ensure staff members grow as capable participants.
• Employ various initiatives to coach employees to optimize their capabilities.
• Complete performance reviews in a prudent manner.
• Promote communication between colleagues for the benefit of information flow and to curb any problems that arise.
Skills and Qualifications:
• Computational Skills.
• Interpersonal Skills.
• Legal Compliance.
• Client Service.
• Financial Accumen.
• Public Speaking.
• Problem Solving.
• Plan Implementation.
• Critical Thinking.
• Presentation Skills.
• Leadership.
• Budgeting and Sales Experience.
• Strategic Planning.
• Business Development.
Reported directly to the CEO, managed training operations and oversaw the delivery of a large-scale programme of leadership and management training to c.1750 personnel each year, including 120 senior leaders.
• Led and developed specialist multi-disciplinary teams during sensitive, non-traditional military operations and projects in challenging international environments with limited infrastructure.
• Managed multiple organisations with up to 650 staff and oversaw the delivery of targeted services and expertise to military units, civil networks, government departments and humanitarian aid agencies, at home and abroad.
Key Achievements
• Awarded the prestigious Meritorious Service Medal in HM The Queen’s Birthday Honours List 2016 for exceptional performance and irreproachable conduct.
• Appointed impartial Logistics Compliance Officer; inspected stock holdings and documentation, boosting service delivery after partnering with risk owners to assign accountability and mitigate operational risk.
• Commended by CEO after creating internal reward scheme for high achievers, subsequently rolled-out as best practice across other units, that enhanced morale, increased productivity and developed inert leadership skills.
• Conceived and drove cultural change initiative by introducing a values-based approach to successfully enhance training and development support for 300+ personnel, reducing discipline-related issues by 83% in 14 months.
• Designed and delivered a comprehensive training programme, including policy updates that complimented the Trauma Risk Management Plan for personnel preparing to return to work.
Managed the delivery of global logistics and transport operations to support UK defence policy, directed a team of 46 facilities, logistics & maintenance specialists and controlled a £24m asset portfolio, in compliance with legislation and COSHH, HAZMAT, Health & Safety regulations providing an organisational total safety culture.
Key Achievements
• Restructured the organisation following a 16% reduction in the workforce, whilst maintaining full operational capability; engaged stakeholders from CEO to shop floor, managed HR processes and streamlined operations.
• Proactively managed all facilities, warehouse and logistic operations and implemented whole fleet best practices, driving operational performance, whilst decreasing asset holding and servicing costs by £5m+.
• Exceeded KPIs and maintained 70% fleet serviceability and availability, keeping 98% at high readiness.
• Improved Equipment Care and Logistical Support Service Framework inspection regimes, gaining a full ‘green’ award for 100% compliance in both areas, and improved HSE compliance.
Roles & Responsibilities:
• Worked closely with the Master Driver and provide the 1st party assurance activity for a Motor Transport unit:
• Managing staff
• Administration of a Transport Department
• Contract Management
• Manage Road Safety
• Manage department within MOD Policy
• Motor Transport department, manning, budgets, vehicle contracts, vehicle and equipment maintenance programme and be able to supervise all administration procedures within a unit MT during peacetime and whilst on operations
• Duties of a HAZMAT (Hazardous Material) Manager.
• Manage B Vehicles - Locate, Identify and State the Functions of Components/Systems on B Vehicles
• Manage Time/Usage Maintenance and inspection Tasks
• Manage Unit B Vehicle Inspection
Facilities:
• People: Ensuring employees are properly accommodated in a workplace that supports their needs and expectations - fit for purpose.
• Assets and technology: Monitoring and managing the major assets and technologies within the workplace to ensure operational output.
• Building and landscaping: Ensuring the building is maintained, improved, and managed, and that vendor partnership are managed.
• Processes: Setting up and improving processes that facilitate everyday operations from maintenance requests to whole fleet operations.
Conducted and delivered quality assurance to a unique unit of 85 staff, including a bespoke element for a ‘Specialist User Group’, required to deploy anywhere in the world at four hours’ notice in support of UK government-sanctioned operations with other nations.
• Selected to step up into the most senior post for the duration, reporting directly to the CXO of the multinational operation.
• Specific roles included the provision of direct security and intelligence support for the Olympic Games in London if required.
• Using vast expertise and experience in logistics, planned and delivered an overhaul of the supply chain department, ensuring world-class management of aviation assets through regular compliance audits on best practices.
• Maintained organisational readiness for deployments at very short notice to the UK and global commitment for training, military intervention or enduring operations
• Developed and provided pre-deployment training to the sub-units personnel, who were required to remain on the highest level of national standby - 4hrs notice to move anywhere in the world. Training provided the sub-unit personnel with suitable, but demanding lessons and practical assessments to remain operationally focused to provide military intervention on a very high government level direction.
Roles & Responsibilities:
• Make documentation of internal audits and quality assurance activities
• Analyse the data thoroughly to find the areas of growth
• Providing training to individuals
• Make sure whether the product goes through auditing and testing
• Make sure whether all the legal standards are met and review thoroughly the existing policies and standards
• Develop strategies to improve processes
• Review the organisation’s process to ensure whether they align with the current policies
• Formulate timely reports and documentation to track progress
• Identify the training requirements to meet the quality standards
• Develop and monitor corrective measures
Provided Human Resource management and administration for 120 military staff. Facilities management of the sub-organisation aircraft hangar: Health & Safety, Fire Regulations and mandated managerial checks. Deliver organisational training programmes to support overseas deployments of AH64D Apache Attack Helicopter Force.
• Implemented annual training and regularly led capability assessments of the team, ensuring fit-for-purpose skills and knowledge; this facilitated a 100% pass rate for all internal and external inspections.
• Maintain annual training records for the workplace and conducted all necessary training delivery as and where required.
Facilities Support Role:
• Prepare documents/artifacts for contractors
• Project manage, supervise and coordinate the work of contractors
• Investigate the availability and suitability of options for new premises
• Calculate and compare costs for required goods or services to achieve maximum value for money
• Plan for future development in line with strategic business objectives
• Manage and lead change to ensure minimum disruption to core activities
• Direct, coordinate and plan essential services such as reception, security, maintenance, cleaning, catering, waste disposal and recycling
• Ensure buildings meet health and safety requirements and that facilities comply with legislation
• Keep staff safe
• Plan best allocation and utilisation of space and resources for new buildings, or re-organising of current premises
• Check that agreed work by staff or contractors has been completed satisfactorily and follow up on any deficiencies
• Coordinate and lead one or more teams to cover various areas of responsibility
• Use performance management techniques to monitor and demonstrate achievement of agreed service levels and to lead on improvement
• Respond appropriately to emergencies or urgent issues as they arise and deal with the consequences.
• Managing full building maintenance programmes and contractors
Managed the sub-unit logistic holdings (£500m+) and facilities to support all the daily requirements both, in station and external.
• Led extensive team training and coaching in equipment management, including monitoring, maintenance schedules and documentation, which increased reliability and performance of a significantly aged portfolio of asset holdings.
• Conducted a full manifest and temporary Import Licence to the USA government to support an aerial move using multination assets (Antonov Transport Plane), to deliver three AH64D Attack helicopter aircraft for a 4-month deployment, engaging with international partners.
Logistics role:
• Adopted Just-In-Time management, and use of lean methods
• Custodian of all internal auditing checks directly reporting to the Senior Director
Facilities Role:
• Building and grounds maintenance
• Cleaning
• Catering and vending
• Health and safety
• Procurement and contract management
• Security
• Space management
• Utilities and communications infrastructure.
Additional tasks:
• Armoury custodian - accountability and serviceability
• Sub-unit store custodian - control and manage all logistical support for an Attack Helicopter Squadron of 8 aircraft and 120 personnel
• Legislation and legal document/practice custodian - ensure that the daily function of the Squadron was in accordance with all the unit mandates and civil law (eg H&S, Fire, COSHH, radioactive equipment etc.)
• Facilities Management for aircraft hangar and associated offices, and Armoury building
An operational (deployed) role can be very diverse but required my position to be the 'first foot on the ground' to prepare and receive a deploying squadron of between 60-120 personnel and associated equipment for continued endurance. Once re-deployment was needed, my role remained behind in the 'theatre of entry' to ensure that all sub-unit logistics are returned via multi-methods: land, sea and air, and multi-national assets were returned to the senior supplier.
Various roles from lower to senior management, delivered bespoke training, assurance, and frequently operated in environments of high risk and austere for protracted periods, delivering organisational output.
Bachelor’s Degree (First Class Honours) Leadership & Management Grade: First Class Honours Newcastle Business School offers undergraduate education in Business, Management, Leadership and the MBA qualification. Newcastle Business School was ranked in the Top 10 for Graduate Level Employability in The Sunday Times Good University Guide 2011 and 2012. The school outperforms the sector average on postgraduate taught, research and international students. Having been awarded Association to Advance Collegiate Schools of Business (AACSB international) accreditation in business and accounting, the school is part of an elite group of 1% of business schools worldwide. The School is also accredited by EPAS for 18 undergraduate programmes – more than any business school in the UK one of the top business schools in the world. In 2015, it was awarded the prestigious Times Higher Education (THE) award for 'Business School of the Year'. Dissertation title: “Is Military leadership having an impact at unit level?” - a study focussing on Transactional and Transformational Leadership.
The Pearson BTEC Level 7 Extended Diploma in Strategic Management and Leadership is a 120-credit qualification, consisting of three mandatory units plus optional units that provide for a combined total of 120 credits (where at least 115 credits must be at Level 7 or above). Indicative University grades at postgraduate Level 7 are bracketed. Three Mandatory Units: • Unit 1: Developing Strategic Management and Leadership Skills (A-) • Unit 2: Professional Development for Strategic Managers (A-) • Unit 3: Strategic Change Management (A*) Other Units Completed: • Unit 5: Leading E-Strategy (A) • Unit 7: Strategic Marketing Management (A*) • Unit 8: Corporate Communication Strategy (A) • Unit 10: Strategic Human Resource Management (A-) • Unit 12: Strategic Planning (A) • Unit 13: Managing Financial Principles and Techniques (A) • Unit 14: Strategic Supply Chain Management and Logistics (A) • Unit 16: Research Methods for Strategic Managers (A)
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