I am fortunate to have enjoyed a wide range of executive experiences.

My last corporate position was with ntl where I was Group Managing Director of the Business Telephony operations. I left ntl in February 1999 after a phase out role as Strategy Director. I started to work with ntl in 1994, when it was called CableTel, just as it started to grow dramatically. My initial roles were in Sales and Marketing covering both Residential and Business areas.  In Residential we enjoyed industry leading performance with penetration above 40% and churn below 15% PA  due to the emphasis on customer service and bundled products. In Business we focussed on a regional approach which was a significant differentiator and resulted in strong growth. Early involvement with data and the nascent Internet also proved successful.

When CableTel acquired NTL, subsequently renaming the whole operation ntl, I took control of the telecommunications related activities at NTL including Radiocommunications and the carrier business as well as the regional telecommunications business within CableTel. As the telecommunications business grew strongly following the construction of a fibre based national network, my responsibilities were split amongst others to provide proper focus while I concentrated on Business Telecommunications. 

The period at ntl was the culmination of my corporate career and I was able to lead many innovations in organisation and management with a particular focus on quality and customer service.

Between 1990 and 1994 I worked in the Cable Communications Industry. In 1990 I started a division within Windsor Cable serving business customers in competition to BT. A real "David and Goliath" situation. When I moved on three years later we had 1000 + Business customers , had lost none through dissatisfaction and were generating cash. I then moved on to lead Watford Cable as Managing Director , a start up, and  enjoyed a hectic time during construction and early sales The unit was later incorporated into Bell Cable Media where it continued to provide the best performance within the enlarged group due to the initial uncompromising focus on quality and customer performance.

Before entering the telecommunications arena I was in the Computer and Instrumentation sector for five years with an American company - Tektronix. I had been headhunted to bring " professional marketing" to the strongly engineering led organisation. I ran a division dealing with computer products as well as being Marketing Director for the UK. Here I learnt many of the skills of organisational development that have stood me in good stead ever since. During difficult economic conditions this approach enabled us to raise sales while reducing operating expenses.

I had moved to Tektronix from the fire and security Industry where I was Managing Director for Honeywell Security Systems. I had rejoined Honeywell to start up a new division by acquisition, that provided commercial and domestic premises with fire and security systems. I made this a branch focussed structure that put authority close to the point of service delivery. This along with a passion for service excellence, enabled a fine business to be built which was eventually sold on at a considerable profit.

Before Honeywell I was Managing Director of a Division within a traditionally organised English Company that operated internationally - The Fairy Group. The Division designed, developed , manufactured and sold Hydraulic filtration equipment with operations in the UK, Holland and America. This was a product business, capital intensive with a wide spread of industrial sectors to serve. I also served as Chairman to a smaller division which specialised in the manufacture of Nuclear power fuel rods.

 On returning from a ten year spell based in Brussels I joined an offshore Oil service company Solus Ocean Systems, operating out of London but servicing customers world-wide. This was my first service business and the challenges were to come to terms with a service company where success came from the actions of individuals in direct contact with the customer and the frantic speed of the sector. My background in Mechanical Engineering and knowledge of quality control helped greatly . Unfortunately, this was a period of an Oil Industry recession so I had to severely downsize the operation.