Experience from inside
the business.

I joined HLM as a student and progressed through Architectural Technologist, Associate and Regional Director to Operations Director and Executive Board Director. That progression gave me experience of the business at every level, from delivering projects to shaping its direction.

Growing an established business

As Regional Director, I grew the Sheffield office to more than 70 employees. I went on to lead operational strategy across six UK studios in a practice employing more than 250 people, with annual turnover exceeding £17 million.

I also worked with local leadership teams to establish and support two studios in the UAE and one in South Africa. My wider responsibilities included strengthening governance, operational reporting and business performance, supporting acquisitions and integration, and leading organisational change.

People, ownership and culture

I played a key role in the transition to Employee Ownership. Developing people and creating a positive working environment were also central to my leadership, contributing to consistently low staff turnover and strong long-term retention.

Major project delivery

Alongside business leadership, I built extensive experience delivering major and complex architectural projects, including projects valued in the hundreds of millions of pounds. This involved leading multidisciplinary teams and working with complex client organisations from concept through to completion.

I formed Specialist POS & Display with the Creative Director and built the operational and financial infrastructure needed to support the business from start-up. Within three years, it grew to approximately £1.3 million turnover.

Putting the foundations in place

I established the financial systems, reporting structure and commercial controls, introduced CRM and operational systems, and developed the policies, governance and contractual arrangements needed to support growth.

The practical work also included negotiating commercial property leases and supplier agreements, setting up IT infrastructure and creating processes that could develop with the business.

Keeping close to the numbers and the customers

My role has included monthly project and financial reporting, profitability information, financial transactions and preparing information for annual accounts. This gives the leadership team a clearer basis for commercial decisions.

Alongside operations and finance, I manage key client and supplier relationships, develop new business opportunities and support major project delivery. It is hands-on experience of what it takes to make a small business work.

For around 15 years, I have provided ongoing operational and financial support to Springlab Ltd, a specialist laboratory equipment manufacturer, working closely with its directors and external accountant.

Useful information and practical improvements

I run the financial systems and reporting processes, prepare monthly management accounts and provide the annual information needed for accountant-prepared statutory accounts. I also continue to improve business systems, reporting and operational processes.

A trusted sounding board

The relationship extends beyond the financial information. The directors turn to me for practical guidance, commercial insight and someone to discuss ideas with — helping them think through strategic and operational decisions.

Business and place

My wider Board appointments have included Founding Director of the Sheffield Property Association and Board Member of Sheffield Business Improvement District (BID).

University lecturing

I have been a visiting lecturer at the University of Sheffield, teaching final-year business strategy on the Architecture degree; Sheffield Hallam University, teaching foundation building technology on the Architectural Technologist course; and the University of Nottingham, teaching first-year foundation on the Architecture degree.