Angela Carpenter

SBS is a facilities management contractor within the building services industry. It provides Electrical, HVAC, Gas Services and Refrigeration within the commercial and industrial sectors for clients such as Mitchells & Butler, Wetherspoons, Stonegate, Greene King, Welcome Break. I first joined SBS in 2004 and have worked in different roles on and off for 13 years. After 7 months back-packing around Asia I returned to SBS in the above role. Duties include: • Audit, strengthen and tighten up procedures in all operational areas resulting in increased efficiency in office and field staff and cash flow and targets • Manage the document control administration team within the mechanical department • Test and implement client led new CAFM system (Verisae) • Client liaison providing feedback on their CAFM system often resulting in strategic changes to their process • Train office and field staff on Verisae and provide systems administration support • Monitor and report on work flow within Verisae with particular emphasis on cash flow • Project Management of the successful exit of the redundant client CAFM system (Maximo) • Implement auditing programme for office and field staff • Creation of various processes, procedures and templates

In this role I was responsible for the development, implementation and management of a business wide Audit Programme for our largest client which : • Monitored all submitted paperwork • Provided feedback to Office and Field Staff • Led to corrective action in the form of training or disciplinary meetings • Provided weekly reports to all stakeholders including the Client, Board of Directors, Line Managers and all staff members • Led to the embedding of lessons learnt in to on-going process improvements and • Gave rise to ongoing efficiencies in process and increased profitability This Programme enabled reduction of errors form a starting point of 76% to under 10% 6 months later. Additional Duties included: • Leading all Audit Meetings with the Client • Provision of workload statistics for analytical purposes • Supervision of the Operations Finance Team to ensure timely and efficient submission of completed works for Invoice • Overview and improvements to submission processes for all Clients • Training of existing and new staff in Operational Procedures

This was a temporary assignment working for the Chief Executive Officer, GP Chair, Medical Director and Chief Financial Officer of NHS West Cheshire Clinical Commissioning Group in Chester. • Diary management for 4 including room bookings, telephone conference facilities, travel arrangements and accommodation • Preparation and distribution of agendas, minutes and associated papers including follow up points • Dealing with all visitors and appointment requests • General admin duties including dealing with all post, often confidential; processing expenses; dealing with complaints

Due to popular demand, I returned to SBS in 2011. As well as working towards implementing a Quality Management System (ISO 9001) and installing a new Computer Aided Facilities Management (CAFM) system other tasks included Systems Administrator, management of the IT department, Sub-contractors, the Administration Team, Training, Recruitment and Appraisals. QUALITY: create Work Flow Process and accompanying notes and training; compile Processes and Procedures Handbook, deliver and train office staff; manage Customer Service Department; manage Document Control Department; manage PPM schedule; manage Sub-contractors; manage several committees including diary management, minute taking and follow up action points SYSTEMS DEVELOPMENT: create and manage Document Management System; develop CAFM system; Systems Administrator

This was a temporary assignment within the public sector at Cheshire Probation Trust. The Probation Qualification Framework (PQF) was a new training programme designed to allow staff to progress through ascending levels of qualification. • day to day management and co-ordination of the PQF for 21 learner practitioners including dealing with HR issues • creating, monitoring and reviewing systems to record learners' progress through the PQF • liaising with line managers, learners, mentors, 3rd party training providers and attending regional and action group meetings

During my 5.5 years at SBS and, as a direct result of my strong organisational skills, I was responsible for improving the performance of every department within this busy office environment. Change management was a large part of my role as SBS, being a young company, was constantly faced with changes. I project managed/co-ordinated most of these changes and was instrumental in the strategic decision making process, the deliverance, implementation and monitoring of such changes. HR: payroll; timesheets, expenses and deductions; holidays/sickness/absences; recruitment; offer letters and contracts; inductions; job descriptions and specifications; stakeholder pension; personnel records; appraisals; training including external training; mentoring office staff ACCOUNTING: re-organising chart of accounts; year end checks; bank & credit card reconciliations; aged debtors; purchase ledger; reconciling supplier statements; non conformance reports; dealing with all Sage queries PURCHASING: managed team of 6; order processing; streamlining work flows to increase productivity; staff training; supplier liaison; warehouse functions such as stock management and van stocks; creation of price list HEALTH & SAFETY: review and issue of Health and Safety Manual; management of Accident Book; filing all RIDDOR reports; compliance with all Health and Safety issues; carrying out risk assessments; carrying out VDU assessments; responsible for all PPE requirements, member of the H&S Committee GENERAL ADMINISTRATION: fleet management; manage 50+ mobile contracts; main contact for all IT queries; newsletter; providing cover for Operation and Purchasing Departments; maintaining various registers; stationery ordering; maintaining corporate memberships (NICEIC, Gas Safe Register, Constructionline and SafeContractor (the last two being achieved as a direct result of my application); marketing tenders, literature and chasing leads; creation of all Sage, admin and payroll templates.

BLTL was a trust company wholly owned by Bailhache Labesse, a prestigious law firm in Jersey. Its principal business was the incorporation and administration of international offshore structures. BLTL is now known as Appleby. I joined BLTL in 2001 managing a team of 7, providing company secretarial services to a corporate structure which consisted of approximately 70 companies. In 2003 I was promoted to Group Manager of the Private Wealth department. My strong organisational and management skills together with my ability to manage change were the key attributes leading to this promotion. The client base was high-net worth individuals and the team consisted of 12 people. Duties included leadership, recruitment, guiding, mentoring, motivating, training and appraising staff; managing day to day administration of companies and trusts; managing and reviewing the more complex portfolio of clients efficiently and effectively; Financial Statements approval; budget setting and utilisation; billing; aged debtors; client management; corporate governance; business development; banking systems administrator; authorised signatory; operational functions including the continuous improvement of policies, procedures and compliance issues.

The Mourant Group is an international service provider of company and trust administration and legal services. My career in Jersey essentially began and developed at Mourants, which offers similar services to those at BLTL. Offering a similar service as BLTL, I joined Mourants as a trainee accounting assistant. During this time I attended evening school and completed 21 exams in 4 years. My sheer determination, willingness to learn and career focus resulted in my promotion to administrator and finally senior administrator. I qualified in 2001 and, due to the lack of opportunity, left Mourant for BLTL.