Bamberry Consulting
November 2025: Profiles H3567

November 2025: Profiles H3567

Ref: H3567

An experienced Senior Leader with expertise in local authority strategic asset management, housing management, social, economic, and physical regeneration, business and service transformation, business development and commercial investment. With a passion for making a difference,

Qualifications

MBA, MSc Housing Management; Chartered Institute Housing PQ; BA (Hons) Applied Social Science (2:1); Institute NLP diploma and Coaching Qualification; Prince II Foundation; Strategic Leadership in Regeneration Masters Level; CIMA Stage I and Part II.

Specialisms

  • Economic, social, community and physical / place shaping regeneration
  • Service transformation and change management including complaints mitigation
  • Contract management
  • Customer engagement (building relations) / influence / Regulatory Requirements
  • Facilities management
  • Asset Management
  • Housing regeneration / new build
  • Developing new services / business development
  • Service Transformation and change management.
  • Strategic partnerships
  • Commercial investment/growth
  • Strategy development and implementation
  • Sustainability and net zero
  • Generation of new jobs, training and development opportunities, including apprenticeships.

Achievements

  • Generated a dynamic multi-themed RAG rated Asset Management Strategy, to inform improvement programme (£790m) utilising opportunities to regenerate estates, stock rationalisation and create a potential new build pipeline of £150bn. And built a variety of new teams to deliver a complex new build development and sales programme from zero to £150m.
  • Generated the Procurement Strategy to develop a strategic alliance supply chain, achieving 20-25% reduction in spend on a £790m investment programme.
  • Unlocked numerous Council and Private Sector schemes as part of the Home England Partnership for regeneration in Stoke.
  • Developed and implemented a variety of regeneration and capital delivery programmes, including commercial and corporate portfolios, housing, adult social care, schools, and leisure/library facilities, considering stakeholders’ requirements.
  • Developed Affordable Homes programme for London Borough of Brent, through building relationships with Registered Providers and Strategic Developer Partners with the GLA / Homes England. Brent is now one of the largest grant receiving areas nationally and has created one of the largest new build programmes in the country. Targets being 1000 homes each year with 250 built by the Council.
  • Led the development and implementation of the Corporate Plan of a new organisation, including the creation of teams, policies and processes, and the Performance Management Framework, Workforce Planning and Appraisal processes for all operational services, and support services for example, Procurement, Customer Service, Business Planning, Training and Development, Complaints and Service Improvement and so forth, also achieving Investors in People, (IiP), for the organisation.
  • Oversaw the creation and implementation of four business wide new ways of working, with the themes of new digital systems, new staff conditions and merging the DLO into the business), Value for Money Strategy and application, and Sustainability improvements. Acting as a critical friend to all programme managers and the SLT.
  • Led development and implementation of the open market sales Joint Venture, Bridge Homes.
  • Led the delivery of the then largest social housing Code for Sustainable Homes Level 6 in the country, whilst completing successful diversification of tenure options, (shared ownership etc.) whilst generating efficiencies of over £500k.
  • Achieved gold in the sustainable homes SHIFT awards and introduced a carbon reduction programme of over £55m for the whole organisation. This created an organisation wide net zero programme transforming the way organisations tackle net zero.
  • Council wide approach to improved culture and working methodologies bringing together all Council Services PLUS NHS / Police / Probation / Job Centre plus / Schools and Voluntary Services to develop a streamlined approach to Area Based Working, place shaping and service delivery in areas of multiple deprivation.
  • Transformed the neighbourhood service delivery for one organisation through this process, generating efficiencies in excess of £1m.
  • Led the development of a Technical Service Learning / Training Centre for construction skills, used for internal and external training courses programmes, including an Apprenticeship Hub. (R&M / emergency repairs / Improvements / refurbishments and cyclical maintenance programmes including Health and Safety CSCS, new build and fabric first and innovative technology approaches to net zero etc.).
  • Developed recovering plans for Technical / Building Services to improve WIP and VOID levels, transforming delivery mechanisms to improve control over budgets, quality, and delivery times.
  • Oversaw PFIs and a stock transfer, put in place a recovery plan which generated savings, £0.5m in first three months due to transforming service delivery to improve performance, for example, reducing number of voids for over one year from 60 to 0.
  • Developed the corporate planning processes (for organisations with 60,000 to 20,000 homes) creating the Corporate Plan, Customer Charter and Equality and Diversity Strategy. Leading a number of multi-disciplinary teams to embed a corporate approach that all members of staff could buy into.

Summary of Recent Roles


  • Consultant Lead on Regeneration, CIC Northern Regeneration (providing advice on decarbonisation, new build, voids, improvement programmes and strategic partnerships with Registered Providers, Local Authorities, funders including Homes England.)
  • Non-Executive Director, (NED) Member of Group Board, Muir Housing Group.
  • Strategic Development Consultant, Stoke on Trent City Council (reviewing development pipelines (GF and HRA), whilst developing delivery relationship and partnership with Homes England. Development and sale of land potential of around £190m.)
  • London Borough of Lambeth , 1) Assistant Director Major Property Projects Group (Buildings and Infrastructure), 2) Assitant Director Capital Delivery (responsible for developing the Major Capital Programme Team, leading the effective delivery of more than £85m refurbishment and new build activity for schools, adult social care facilities, corporate buildings, regeneration projects, children’s centres, and housing. 
  • Lead Responsive and Planned Repairs and VOIDs, Yorkshire Housing (Major Investment Team, Estates and Grounds Maintenance and Facilities Management / Fleet and Stores. Overseeing implementation of Microsoft Dynamics Scheduling platform and developing an expansion strategy for HomeWorks to commence 2021. Put in place new ways of working to support the business through covid restrictions, transforming the approach to service delivery. Developing training programme to support workforce to move to net zero technology installation and maintenance. (18,000 properties with leadership responsibility for over 200 employees).

Ref: H3568 

  • A highly-experienced, dynamic & results-driven Prince2 qualified Senior Manager with a very successful background in project & programme delivery within local authorities, estates, NHS, and private corporate sectors.
  • Collaborative approach to successful transformational leadership, engaging with key stakeholders at CEO / Board level & 3rd parties, delivering ‘fit for purpose’ solutions, project delivery & business change.
  • Highly accomplished, able to design and execute programme delivery strategies & project roadmaps.
  • Analytical approach, quickly able to assess strengths & weaknesses in processes and resources.
  • PRINCE2 & CIPD qualified, with experience of applying best practice frameworks, tools and methods.
  • Excels at developing & implementing change via clear communication throughout the entire programme.
  • Experience of driving change management, business transformation, service transition, project strategies, technology roadmaps, consolidation projects, acquisitions & disposals, project teams & benefits realisation.
  • Extensive construction project management experience from inception to completion and in-depth understanding of the issues and approaches involved in managing large and complex construction projects.

Key Skills

  • Budgetary Management (OPEX & CAPEX)
  • Business, Technology and IT Alignment
  • Associate, CIPD
  • Full Project Lifecycle Management 
  • PRINCE2 Practitioner
  • Project and Programme Management 
  • Business Cases & Benefits Realisation
  • Team Leadership and Team Management 
  • Stakeholder Engagement & Relationships
  • Staff Development and Retention
  • Change Management & Process Change 
  • Excellent Communication & Presentation
  • Troubleshooting and Problem Solving

Summary of Recent Roles 

  • Programme Manager, Oxforshire County Council – New Children’s Homes Capital Delivery (£10m capital delivery of four new children’s homes using DFE match grant funding from acquisition to occupation.)
  • Senior Programme Manager, Basingstoke & Deane Borough Council (managing corporate governance for complex joint venture development arrangement between Borough, County Councils and stakeholders.)
  • Regeneration Programme Manager, London Borough of Redbridge (creation & delivery of regeneration co-design masterplan with local community, leading engagement, establishing board and defining project parameters for Country Park doubling in size from c300acres to c600acres, with estimated funding need in excess of £70m).
  • Regeneration & Commercial Programme Manager, Reigate & Banstead BC (developing a programme of delivery structure within new commercial holding company for the Council.).
  • Senior Development Manager, Surrey CC ( developing strategic partnerships with health, social community commissioner/provider in order to facilitate effective asset delivery across the county).
  • Senior Project Manager, RBK&C (responsible for a number of capital and asset management projects, varying from complex long-term multimillion pound investment programmes including regeneration, housing, schools and cultural centres.)
Education & Qualifications
University of Delaware, USA
Bachelor of Arts – Degree, Interpersonal & Organisational Communication 

Professional Accreditation and Training

Chartered Institute of Personnel Development: CIPD Qualification
MICAD: MICAD Training & Development
PRINCE2: PRINCE2 Practitioner 
SMT: Sales & Marketing Training 
Network Rail Management Training Course
Bang & Olufsen: Management Training
Trained Fire Warden / First Aid at Work 
National Coaching Foundation: Attendance Certificate 
BHS: BHS Stages I & II, Riding Road Safety, PT

Why interim positions can offer a more attractive option for you when looking to manage costs and still meet your operational needs:

Flexibility

Shorter term roles allow you to adjust your workforce based on your needs without the long-term commitment associated with permanent hires. This is particularly beneficial in times of fluctuating demand, unexpected absence, or project-based work.

Reduced Employment Costs

You save on costs related to permanent employees, such as pension contributions, redundancy payments, and other long-term benefits.

Speed of Hiring

Interim roles can be filled more quickly than permanent roles, allowing businesses to respond to immediate needs without lengthy recruitment processes.

Specialised Skills

Interims bring specific expertise and skills for short-term projects, allowing you to access high-level talent without the need for a permanent hire.

Trial Period

Hiring on an interim basis allows you to evaluate a candidate’s fit within your organisation and their performance, before committing to a permanent contract.

Lower Risk

 In uncertain economic climates, engaging interim staff can reduce the risk associated with hiring permanent employees, as it allows for adjustments in staffing levels without the complications of redundancies.

Using Different Budget Streams

Whilst Yellow Coral  happliy works with managed vendors as required,  recruiting directly saves on the additonal  costs charged by managed vendors in administration fees, management fees and markups when funding for special projects can be used for contractors which do not come under the remit of HR and managed vendors. 

Focus on Deliverables

 Interim workers are generally hired to achieve specific goals or complete certain projects, making it easier to measure their performance and return on investments.