HEAD OF OPERATIONS, FINANCE IMPROVEMENT & CAPITAL - More Than Bricks - Sheffield (hybrid)
(2022-09)
Directed operational transformation, governance and business improvement initiatives across a growing property investment business, designing scalable operating systems, reporting frameworks and delivery processes that improved organisational effectiveness across multiple concurrent projects.
- Designed and embedded finance reporting frameworks providing visibility over cashflow, debt positions, project budgets, KPIs and investment pipeline performance.
- Established financial modelling and appraisal frameworks supporting strategic investment decisions, forecasting, capital allocation and project viability assessment.
- Mapped existing operational processes and designed 400+ SOPs, workflows and future-state operating models that improved governance, delegation, process consistency and reduced reliance on founder-led intervention.
- Established stakeholder governance through structured reporting, KPI reviews, workshops and performance metrics, improving decision-making, transparency, implementation tracking and continuous improvement across projects.
- Directed delivery across five concurrent finance and operational improvement projects, coordinating monthly investor reporting, lender relationships, contractor delivery, an external consultant and a team of 10 to ensure successful implementation against milestones, budgets and project priorities.
- Analysed existing operational processes, identified process bottlenecks and redesigned operational workflows that increased recurring project revenue by 101% through improved process efficiency and execution.
OPERATIONS & LEARNING SYSTEMS LEAD: FINANCE PROCESS IMPROVEMENT - The Property Coaching Academy (PCA) - London (hybrid)
(2023-07 - 2025-08)
Improved the effectiveness of finance and investment training programmes by redesigning complex learning materials into practical operational guidance that accelerated user understanding and adoption.
- Converted complex property investment and finance concepts into structured operational workflows and practical implementation guidance
- Partnered directly with 20+ paying learners through workshops, interviews and coaching calls to identify operational barriers, gather feedback and continuously refine learning resources, improving usability, engagement and adoption of new ways of working.
- Restructured training materials into usable toolkits, templates and operational playbooks following user feedback.
- Improved process standardisation and knowledge-transfer systems to support consistent adoption across learners and programme users.
- Standardised complex finance and operational processes into practical resources that improved accessibility, consistency and learner confidence.
PROCESS IMPROVEMENT & OPERATIONS ANALYST FOR WORKLOAD REDUCTION - Horizon Lets - Sheffield (hybrid)
(2024-09 - 2024-11)
Supported operational improvement across lettings and compliance functions by redesigning workflows, strengthening process consistency and reducing administrative effort.
- Mapped end-to-end lettings workflows before designing CRM automation tools and optimisation models, including automated workflows and route optimisation across a 400+ property portfolio, reducing manual administration by approximately 3 hours per employee per day and creating scalable operational improvements for future growth.
- Identified operational bottlenecks and built practical tools to support workload reduction, compliance and service consistency.
- Supported portfolio expansion by strengthening compliance processes, stakeholder communication and operational frameworks, leaving scalable systems capable of supporting future growth and diversification.
STRATEGY ANALYST & SYSTEMS TRANSFORMATION LEAD - PhilonoUS (The University of Sheffield) - Sheffield (fully remote)
(2018-09 - 2023-11)
Led the design and early-stage implementation of a future-state operating model, transforming an informal student-led publication into a structured, scalable organisation capable of long-term sustainability despite complete leadership turnover every two years.
- Led organisational transformation that tripled team capacity while introducing governance structures capable of sustaining annual leadership turnover.
- Designed and embedded onboarding, training and knowledge-management systems to improve continuity despite regular team turnover.
- Built SOP frameworks across multiple functional areas, enabling consistent delivery and easier adoption of new ways of working.
- Identified structural barriers affecting knowledge transfer, collaboration, inclusion and organisational sustainability, introducing governance and operational improvements that strengthened continuity despite complete leadership turnover every two years.
- Embedded the future-state operating model through governance, documentation, onboarding and knowledge-management processes, improving organisational resilience and continuity.
