Chief Executive or Managing Director with a demonstrable track record of producing turnaround and transformation plans that result in real, sustainable business improvement. Able to quickly find, assimilate and analyse disparate, often contrasting information, identifying strengths, weaknesses, opportunities and threats. Ability to work at speed, a passion for growing teams to deliver them and work with Board level colleagues to embed them.

An expert in the challenges of unionised heavy industries with complex, regulated and often governmental stakeholder environments, and having managed up to 1,200 people and a P&L of up to £160m, key achievements include successful turnarounds at Angel Trains, Network Rail, Jacobs and UK Government projects.