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Expert has 30 plus years of international business expertise. Expert has built, developed, purchased and sold many companies during his career. He commenced helping companies and senior managment 14 years ago. He has developed a Business Energiser Programme that helps senior managment look at their company in a third dimensional way and by laterally applying re-development stratergies, helps them discover why the company is not developing at pace and generating income at full potentual. He applys a lean managment stratergy to increase cash flow and bottom line profits and evaluates the managment. Where needed, he will put an inplacement process into place, believing that the managment makes or breaks a company. Inplacement strategy involves producing a personal profile analysis of each manager to discover a good fit between existing managment and a new member so that synchronicity can naturally evolve. He helps them to function better and become more aware of how to gain the best from their managment and thereby grow the business, multiply profits and identify talent.

Expert has also spent a great deal of time coaching management in career development, he has written five working modules that are truly 'State of the Art' and form a step-by-step guide to identify the assets contained in a person's career, these are then used to develop a marketing programme to attract companies to recruit the candidate. He has also developed a 7-step functional CV that currently achieves a 90% success interview rate.
Expert has developed a Portfolio Managment Programme specifically designed for SME's who need top experts in various fields but do not have the budget to afford them. A Portfolio Manager will be a person who is over 55 years of age and looking to work for a company part time, typically they take on between two and three companies (non competitive) and agree on an annual salary at a very cost effective rate, no more than that of an admistrator's pay.

Expert has worked in the UK, USA, Canada and both Middle and Far East as well as many European countries. He has built and developed sales forces and distribution networks internationally.


Worked with a company that was over burdened with middle management. The company's efficiencies were being affected to the point where growth was hampered. Expert discovered that some managers did not have the ability to take the company to the next stage in its development. He imposed a Business Energiser Programme which identified the weak points, put a lean managment strategy into place and replaced certain people with those who could make a differance. Within 6 months the company resumed growth. Company had a deminishing demand for its products due to Far Eastern competition. The company had not moved with the times and produced fine products but they were non compeditive. The customer base however was very large. Expert brought in a new range of products into their customer base which increased their turnover and re-energised their profitability, saving them from ultimate closure. Expert discovered a company was loosing its market share and had a deminishing level of profits. Their product range was into retail with a price point below £10.
He re-established the wholesale price point from an average of £3.45 to £3.75.
By increasing prices by these small percentages profitability was re-established and they were able to introduce new product lines to increase market share. Expert went into a manufacturing company with large cash flow problems. Their Bank would not increase facilities and their suppliers took their credit terms away. He imposed a lean managment system and reduced the level of manpower to the bare minimum. The capital equipment was valued @ (£3m), sold the equipment and leased it back into the company. Combined, this provided sufficient funds to continue. The company is now back on an even keel and prospering with a healthy order book. Manufacturer wanted to increase market share and gain higher levels of exposure through national retail accounts. Expert initially appointed Sales Promotion Personel who were assigned to teach store sales people in product knowledge, they incentivised each store by running competitions. This naturally increased product demand and the allotted shelf space grew significantly. More products were then brought in to enhance and continue demand levels.