TheMightySpounge

Operational leader with a proven track record of leading large-scale, geographically dispersed operations while delivering measurable improvements in productivity, output, quality, efficiency, and customer performance. Combines operational leadership with ACCA-qualified commercial expertise to drive business transformation, process improvement, and continued operational excellence. Combines hands-on operational leadership with a strong interest in continuous improvement, data-led decision-making and digital transformation, including the practical application of AI and automation to reduce administrative effort and standardise processes.

Led a cross-functional quality-improvement programme across Operations, Quality, Training and Customer Service, aligning stakeholders around common root causes, competency interventions, and performance controls to increase Right First Time from c.65% to 97%.

Regional Operations Manager at ClarksonEvans (2024-07 – Present)

• Lead a £10m geographically dispersed regional operation comprising nine installation teams across 160+ concurrent live sites, translating programme demand into resource plans, operational priorities and performance actions while balancing safety, quality, customer, and delivery requirements.
• Own regional planning, resource allocation, customer delivery, H&S, quality, scheduling, and operational performance.
• Led a DMAIC based redesign of the national work scheduling process using root cause analysis, establishing common operating procedures, performance measures, and management controls across all 15 national installation teams and 250 operational sites, reducing complexity, admin requirements, and repeated cycles by 70%.
• Developing and implementing AI-enabled operational workflows to standardise documentation, reduce administrative effort and improve management information, with appropriate human validation and governance.
• Own regional labour planning and budget control, aligning workforce capacity to forecast demand and challenging resource decisions against productivity, cost, and customer-delivery requirements
• Led a cross-functional quality-improvement programme across Operations, Quality, Training and Customer Service, aligning stakeholders around common root causes, competency interventions, and performance controls to increase RFT from c.65% to 97%.
• Led and produced new risk assessment methodologies and welfare controls for lone workers in coordination with Health & Safety, transforming operational flexibility and capability.
• Established KPI-led management controls across scheduling, Right First Time, aborted visits, workload, and resource capacity, using performance trends to identify root causes, prioritise intervention and hold teams/stakeholders accountable.
• Built an autonomous, accountable team culture through coaching, performance management, and clear expectations.

Project Coordinator → Senior Project Coordinator → Domestic Solar Project Manager at CorEnergy Ltd (2022-11 – 2024-07)

Promoted twice within 15 months from entry level position into operational management.

• Managed planning, procurement, forecasting, logistics, subcontractors, and commercial performance across a £6m+ portfolio operating as an independent profit centre, balancing delivery requirements with cost, margin, and cash-flow considerations.
• Designed and standardised operational workflows, reporting controls and delivery documentation to support rapid portfolio growth and improved management visibility, supporting growth from 3 sites to 20 in 12 months.
• Coached and developed project coordinators/administrators, introducing clearer ownership, escalation routes, and delivery controls across the project lifecycle.

Controls Analyst → Group Reporting Analyst → Finance Partner at National Grid (2019-10 – 2022-11)

• Led a six-person workstream within an 18-month finance-transformation programme, managing resources, budgets, risks, and cross-functional dependencies against strategic milestones.
• Delivered critical risk analyses for the divestment of a subsidiary, influencing executive decision-making and board-level reporting.
• Produced and presented financial performance materials used by senior executives, including the CEO, with clear insight on qualitative and quantitative business drivers.
• Drove cross-functional collaboration and strong stakeholder relationships across multiple business units, contributing to robust governance and reporting outcomes.

BA (Hons) in Accounting and Finance with Year in Industry – University of Huddersfield (2015 – 2019)