Performance measured in outcomes.

Business leadership across an integrated industrial-services platform, with full P&L accountability and a focus on commercial performance, operations, people and transformation.

Challenge. Bring Lyndon and SGB together as one UK operating platform, with a shared identity and clearer leadership accountability.

Action. Led the integration and rebrand to Brand Access Solutions. Strengthened leadership capability, labour planning and people productivity; introduced structured branch and project reviews, pricing discipline and closer attention to contract margins, procurement and cash collection.

Outcome. An integrated business identity and culture, recognised through the CEO Performance Award for 2025 performance.

• Integration and a unified operating identity
• Clear leadership accountability across a multi-country remit
• CEO Performance Award for 2025 performance, presented in 2026

As Vice President, Global Asset Management — International at BrandSafway, led the strategy, deployment, utilisation and returns for a $1.3bn international physical rental asset fleet across 34 P&Ls and 24 countries. The international division generated $1bn in annual revenue. In this asset-leadership role, governed $244m of cumulative capex, connecting rental rate and yield, utilisation, product mix and equipment lifecycle to investment decisions. Redeployed idle fleet into demand markets and prioritised capital toward stronger returns.

• President’s Award · 2023 · VP, Global Asset Management — International
• $244m cumulative capex governed
• $9m capex savings
• Return on assets improved by 1.9 percentage points

As Regional Operations Director at BrandSafway, led more than 500 employees across fourteen locations in the Middle East, Africa and Southeast Asia, strengthening operating rhythm and common performance standards. The 2012–2021 remit included forming and shoring operations and responsibility for the special steel forms factory in the Middle East.

• Inventory accuracy increased from 46% to 98%
• On-time delivery improved from 60% to 90%
• $5.2m revenue recovery over 24 months; $4.5m revenue uplift
• Productivity improved 14%; reduced inventory and released working capital

As General Manager, led a PE-backed logistics turnaround with full P&L responsibility for a logistics business and 1,000+ employees. Restructured operations and maintenance, diversified the customer base and expanded service offerings through regional partnerships.

Challenge. Improve performance and reduce dependence on a concentrated customer base.

Action. Restructured operations and maintenance, improved people and fleet deployment, diversified customers and developed additional services. Aligned management accountability and cost discipline with commercial growth.

Outcome. A broader customer base and service offering, revenue growth in the Kuwait business and sustainable annual cost savings.

• 87% revenue growth in the Kuwait business over two years
• More than $2m in annual cost savings
• Broader contract-logistics, warehousing and equipment-service offerings

Created a greenfield FMCG contract-logistics operation supporting Procter & Gamble. Designed and delivered a 52,000-pallet-position distribution centre, implemented the warehouse management system and built the team and operating controls.

• Scaled to 300+ employees and $9m annual revenue
• Handled 3.6m cases per month
• Achieved 99.5% on-time shipment and 99.9% shipment accuracy