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CV, Successful Senior Manager Targeting Canada.

I am currently available for work
Serial No: 11284

List top 5 skills: incorporating property
Short Bio:

An established, successful and results-driven Senior Manager with more than 12 years’ progressive experience of strategic leadership within business and not-for-profit environments. An inspirational and motivational leader capable of coaching and empowering individuals to achieve their own potential and to make a significant contribution to the full delivery of common goals; mainly the achievement of challenging targets and KPIs.

Current location: 

England, United Kingdom - View on map

Nationality: 

British

Preferred Sector of Employment: 

General Management

Spoken languages: 

english

Locations I am interested in working:

canada



Education And Qualifications
PRINCE 2: Project Management (2008)

MBA: (Open University) (2007)

Bachelors of Law (University of North London) (1997)

Diploma Social Policy & Social Administration (University of London) (1989)

Experience
HEAD OF HOUSING (2011 – 2013)
(South Region) Metropolitan
• Delivering efficiency savings of £300k on previous year’s budgets through the development and implementation of a strategic business plan derived following consultation with both staff and customers
• Reducing response timescales from more than 15 days to just five in a 12 month period, resulting in an improvement in performance with Housing Ombudsman complaints administration and service quality
• Increasing stock utilisation through proactively reviewing procedures, thus reducing time taken to complete repairs in empty properties and revenue losses by eight days
• Reviewing procedures and redirecting team resources in increasing gas safety compliance rates in residential properties of 99.96% from 94.9% between November 2012 and March 2013
• Successfully implementing and developing a risk-based health and safety inspection regime across 16,000 residential dwellings, reducing risks related to public liability claims and fire
• Achieving an increase in estate safety compliance levels from 80% to 95% through working closely with maintenance service colleagues and entering into effective negotiations regarding external contractors’ resources
• Introducing a culture of performance management across teams, resulting in a reduction of staff grievance levels across the region
• Improving complaint response performance from 25% cases responded to within 10 days (2011) to 90% (2013)
• Setting up an Emergency Response Team (2011) aimed at organising alternative private sector accommodation for 26 households affected by the London riots
• Undertaking a multi faceted role within this large Housing Association, incorporating Property, Operational Performance and Tenancy management
• Personally responsible for delivering customer-focused services to 16,000 households through the effective leadership of seven teams, incorporating 50 members of staff
• Undertaking budget accountability of £32 million across three companies, effectively managing performance across housing allocation, tenancy and customer relations
• Additionally responsible for monitoring use and widespread implement of purchase order control systems in management major overspends against budget
• Ensuring the consistent adherence to all governing health and safety guidelines and procedures for communal public areas across the property portfolio

INTERIM HOUSING MANAGER (2010 – 2011)
Metropolitan
• Successfully improving poor staff culture and failing customer satisfaction levels at two housing area offices by 20% following a Government Audit Commission highlighting the same

INTERIM HEAD OF INCOME & HOUSING INSPECTION SUPPORT  (2010)
Lewisham Homes
• Personally responsible for an improvement in key performance indicators for revenue collection by 4 %, from 95% (2009) to more than 99% by (2010)
• Negotiating ‘Added Value’ external panel services based on volumes of casework outsourced, resulting in quarterly free legislative training programmes and monthly housing legal surgeries delivered at no additional cost to the business for members of the income collection team
• Successfully preparing several housing service areas for external inspection by a Government civil service agency (2010-11), thus securing £100M investment utilised to fund the organisation’s property improvement programme of new kitchens, windows and bathrooms
• Improving customer access to welfare benefits and revenue collection rates through the effective negotiation of the service into the organisation from an external provider.
• Project managing the transfer of management of 3,000 residential properties and 34 staff from a failing housing organisation into Lewisham Homes, and subsequently out of Lewisham Homes to one of the largest property management companies in South London
• Handling complex trade union negotiations and playing the lead role on due diligence information exchanges to time and budget
• Securing £1.7M additional income and reducing tenancy fraud through the recovery of 53 abandoned and illegally sublet units (2009-2010) by setting up a ‘visiting task force’ targeting tenants under claiming welfare benefits
• Addressing homelessness waiting lists by setting up a temporary housing lettings scheme governed by a joint working protocol with a Homelessness agency.
• Maximising income/revenue payments through the introduction of a model tenant reward scheme
• Preparing housing service areas, such as customer services, antisocial behaviour, tenancy, estate services and income collection for an external government Audit Inspection (2010-11) using customer excellence frameworks
• Personally responsible for the revenue collection of £73M for 13,500 households, performance management development and safety of workforce of 40 staff including an in- house Court Administration team.
• Playing a lead role on County Court liaison, including negotiating days per month allocated for housing eviction possession hearings
• Effectively managing an outsourced panel of external lawyers, incorporating five firms, delivering employment, housing and procurement specialist legal services
• Producing/implementing organisational financial inclusion strategy and delivery plan in collaboration with customers and third sector charities and agencies
• Additionally leading on the integration of a housing welfare benefit service into the housing department, complementing and supporting income collection performance
• Developing an innovative and successful loan scheme for residents with a local Credit Union, supporting tenancy sustainment and revenue collection

PROJECT MANAGER (2008 – 2010)
Lewisham Homes
• Successfully reducing panel fees by 30% against a budget of £500k by setting up a housing legal administration team, incorporating two junior lawyers, to gatekeep legal referrals to an external panel of housing lawyers by handling less complex matters
• Personally responsible for the project management of the review of housing management income policies and procedures through the utilisation of business analysis mapping skills and PRINCE2 methodologies

AREA MANAGER (2007 – 2008)
Lewisham Homes
• Fully accountable for an improvement in complaint response times from 50% to 90% (2008) within 10 days
• Successfully implementing the use of Possession & Money Claims on line, resulting in reducing court fee legal expenditure by 34%
• Delivering an Antisocial Behaviour Service using the Government’s Respect Standards framework, through the utilisation of a multi-agency approach involving the Police, local authority personnel and partners
• Facilitating effective positive culture change within the service unit through strengthening the use of performance management, measurement frameworks and monitoring tools, working in close collaboration with managers
• Consolidating customer access points and introducing technology to manage and record customer contact through the development and implementation of a customer services strategy
• Personally responsible for leading 50 members of staff accountable for the delivery of house management services to more than 7,000 tenancies, incorporating customer services and income collection, among others
• Initiating partnership with other social housing providers in delivering housing services and regeneration programme on mixed tenure estates
• Playing the lead role on reviews and negotiation of Service Level Agreements and working protocols for a wide range of functions including housing benefit, with local authority social providers
• Contributing to, as well as developing policies, strategies and procedures for housing management areas development
• Establishing and implementing a revenue improvement strategy as well undertaking the organisation and management of feedback mechanisms involving customers/ residents

REVENUE MANAGER (2002 – 2007)
Gallions Housing Association
• Increasing Quality Housing Services (QHS) customer satisfaction levels from 93% to 99% for the income management service
• Personally responsible for the consistent achievement and improvement of collection levels from 96% to more than 100%
• Achieving a reduction in the cost of revenue collection service from 3% of income budget (2003), to 1.9% (2006-07) by outsourcing payment collection services to another supplier
• Improving service standards, performance levels and greater efficiency through the effective review and revision of operational procedures and processes related to income and leasehold service charge collection
• Extending the portfolio of payment options rolling out paperless direct debits, standing orders, credit/debit card and web-based payments
• Achieving two stars in a Government Audit Inspection through the utilisation of business management skills and the implementation of a Government Customer Excellence Framework
• Maximising income through the introduction of garage rental deposit schemes, ultimately benefiting the company’s bottom line
• Establishing an innovative joint partnership project with Citizens Advice Bureau, providing debt advice services at Gallions Housing Association, as part of the financial inclusion agenda
• Effectively managing a team accountable for the delivery of revenue collection services with accountability for rental income, commercial, leasehold and estate charges for an income budget of £25M
• Playing an instrumental role as a member of the Senior Management Business Performance Team, responsible for leasehold consultation and engagement
• Personally responsible for delivering leasehold/shared ownership services including preparing of estimates and final accounts

INTERIM NEIGHBOURHOOD SERVICE DIRECTOR (2001 – 2002)
London Borough of Hackney

VARIOUS ROLES (1987 – 2002)
Civil Service