راسل Fox

Brought in to stabilise a 950-vehicle, multi-site transport operation operating without defined controls or asset
accountability. Re-engineered the operating model across fleet readiness, supplier accountability and 24/7 service
architecture, restoring control, increasing availability by 12% and embedding durable performance controls.

• £700K Cost Base Reset: Replaced a manpower-driven service model with zoned operations, exiting contractor
dependency and eliminating structural overtime exposure, delivering £700K+ in recurring annual savings.

• £900K Supplier Rationalisation: Consolidated 22 vehicle types and four vendors into seven standardised variants
and two strategic partners, restructuring the leasing portfolio and unlocking £900K in annual savings.

• Operating Model Re-Engineering: Converted a reactive hub-and-spoke transport structure into engineered zone
delivery. Reduced wait times from 20 minutes to 3.5 minutes while increasing fleet availability by 12%.

• Performance Control & Telemetry Integration: Deployed telematics and KPI controls across an unmonitored
fleet, reducing idle time by 28%, cutting duplication by 35% and delivering £300K in margin improvement.

• Regulatory Exposure Mitigated: Resolved frozen fines and active legal exposure by introducing asset
accountability, compliance discipline and audit-ready oversight across the estate.

• £10M Contract Mobilisation: Designed and mobilised a £10M buggy contract incorporating telematics, spares
provisioning and safety infrastructure. Delivered operational capability on schedule and within scope.

• Oversight & Escalation Architecture: Redesigned reporting lines, escalation controls and programme tracking
across a multi-site estate, restoring executive visibility and decision discipline.

• Leadership & Structure Reset: Restructured inherited team and contractor model, clarifying roles, authority and
performance accountability to embed sustainable operational discipline.

Held full P&L accountability for nationwide medical and security operations across 169 hotel sites during the UK
quarantine and Afghan relocation programmes. Directed 1, 100+ staff and a £112M annual budget under ministerial
scrutiny, restoring governance, cost control and delivery discipline across a politically exposed estate.
• £112M Financial Governance Reset: Imposed structured financial control across £9.6M/month OPEX and CAPEX,
aligning 169 sites to central reporting and restoring executive visibility over cost and delivery.
• National Estate Stabilisation: Directed medical and security operations serving 247, 000 travellers and 33, 500
evacuees, restructuring site oversight while sustaining uninterrupted delivery under ministerial scrutiny.
• Safeguarding Structural Reform: Identified systemic safeguarding weaknesses across UASC facilities and
authored classified reform proposals influencing national site selection and security architecture.
• £20M Regulatory Exposure Prevented: Escalated GDPR breaches within contracted staffing frameworks and
advised against contract rebid, averting significant financial and reputational risk.
• High-Risk Portfolio Secured: Stabilised seven child asylum hotels during peak political and media pressure,
implementing corrective controls and sustaining zero serious incidents.
• Programme-Level Advisory: Delivered security and risk briefings directly to senior government officials, shaping
programme-level policy, site strategy and risk tolerance across a politically exposed national estate.
• Leadership & Escalation Redesign: Re-engineered reporting lines and escalation controls across 40+ site leads,
formalising authority, accelerating decision cycles and restoring daily operational visibility across 169 locations.
• Regulatory Assurance Embedded: Embedded structured audit, rota and training discipline across a high-
turnover clinical estate, sustaining full CQC compliance while maintaining uninterrupted service continuity.

Reported to the CEO to restructure and lead a 96-person, multi-site Property Group operating without defined
accountability or financial discipline. Mandated to redesign organisational structure, embed governance and install
commercial controls, converting a fragmented division into a performance-accountable business unit.
• Revenue & Structural Rebuild: Restructured a 96-person division, introducing performance-linked roles and
increasing revenue from £3.6M to £6.21M over three years, improving divisional profitability.
• Control Framework & Audit Lift: Replaced manual compliance processes with structured dashboards,
automated alerts and review discipline, raising external audit scores from 64% to 97%.
• Divisional Integration: Consolidated three siloed teams into a single Property Group with unified reporting,
governance and workflow standards, removing duplication and improving coordination across sites.
• Cost Base Rationalisation: Reconfigured delivery model by relocating core operations to Bury while retaining
Cambridge presence remotely, eliminating £100K+ in overhead without client attrition or service disruption.

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.