Director CV

Houndwood, Eyemouth


  • Director

    ARK Housing Association



    Personal Details
    Telephone Number:   View Contact Details
    City:   Houndwood, Eyemouth
    Desired job title:   Director
    Location:   Houndwood, Eyemouth
    Added On:   about 8 months ago

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    Industries

    Banking Social Care Healthcare Legal Public Sector Senior Management senior

    Job Titles

    Offshore Banking Chairman & CEO Doctor Home Health Aide Chartered Physiotherapist Case Handler Civil Servant Care Supervisor Elderly Care Worker Older People Care Contracts Supervisor Representing Storas Uibhist Storas Uibhist Storas Uibhist representative CEO of SnBM CEO of the three subsidiary organisations Business Development mentor

    Skills

    Corporate Governance Strategic development Job Descriptions Local Government develop new areas develop both the individual develop their roles management training future planning Succession Planning Staff Development and Training Social Care Mentoring Programme Excellent communication skills Human Resources Quality Assurance Dementia

    Qualifications

    Bachelor of Arts Geography Master of Science Ecological Economics Masters Degree Doctor Healthcare, Nursing & Medical

    Employment History

    Director

    2020 - Present

    * Governance at all levels of the organisation, including Operations, Projects, Finance, Risk. * Supporting the Executive Team to deliver organisational strategy and business plans. * To provide the drive, vision, energy and enthusiasm to push through necessary strategic changes whilst maintaining the ethos and vision of the Association.


    CEO

    2017 -

    Dementia Matters ( ------- * Overall strategic and operational responsibility. * £ 500k cost savings in 2 years. * Leading and developing three multi million pound development projects. * Regulation and Board Governance. Governance and Risk Management on behalf of the Board of Trustees. * Overall control of all services, domiciliary care, supported living, day care, residential care. CQC Responsible Individual. * Governance and Risk Management on behalf of the Board of Trustees. * Complete organisational restructuring, cultural change, Quality Assurance programme. Dementia Matters is a specialist Dementia charity employing 150 staff, and looking after some 400 people and their families, across several sites in As CEO, I have overall governance, strategic and operational responsibility for the organisation. This includes a wide range of activities from business development and fundraising, to HR and staff development, to overseeing health and social care operations. The charity has undergone a period of uncertainty, and my first task was to stabilise the finances to ensure the future of the charity as a going concern. To that end I have made savings of £ 300k per annum in the first 4 months of my tenure. This has been achieved through redundancies, restructuring and cost saving. A further £ 150k of savings has been made over the next 12 months. In addition to this, unrestricted income will need to increase by £ 200k per annum, and I have embarked on a fundraising programme to achieve this. I was successful in securing a £ 1.2 million contract for dementia services through Newcastle City Council, and am preparing a further tender document worth £ 500,000. The staff team have very much appreciated a new approach to honesty, and the fact that they were being consulted with, and now have the opportunity to be involved in future planning and project delivery. Out of this process has emerged two very capable staff who are


    2017 - 2017

    Berwickshire Housing Association, April-May 2017 . Temporary part-time role examining the operations of BHA's nursery in Duns, Little Rascals.


    Director

    2016 - 2017

    * Storas Uibhist representative on the Golf club Board. * Corporate Governance. * Strategic development. Askernish Golf Club is a wholly owned subsidiary of SnBM. It has an independent Board of which the CEO of SnBM is a key part. The Golf Club is worth in excess of £ 1.5 million and is a significant tourism business for the Islands, as well as providing an excellent golfing facility for the estate.


    CEO

    2016 - 2017

    * Overall strategic responsibility for a 93,000 hectare estate and a £ 34 million asset register, with 3000 members. * Full financial and governance responsibility to the Board. * Developing business and communications strategy * Representing Storas Uibhist at local, national and international political level. * Representing the Company on Health and Social Care groups. * Governance and Risk. This post was a temporary/interim post, so my main task was to stabilise the organisation and provide sound stewardship for the incoming CEO. I was then offered the permanent post, but declined as a permanent move to the Islands was not a viable family option. SnBM is a holding Company, with the organisations below delivering the operational output for the organisation. As CEO of SnBM, I was also CEO of the three subsidiary organisations below. CEO, Storas Uibhist (Operating Company for SnBM) As CEO at Storas Uibhist I had overall strategic and operational responsibility for the organisation. I was also CEO for group subsidiary companies listed above. The role is both politically and operationally very important to the Western Isles. As such it carries a huge weight of responsibility to be working for an on behalf of the Community of South Uist, Benbecula and Eriskay. It is Scotland's largest Community owned estate and as such is at the fore of Land Reform in Scotland. As CEO I was responsible for a wide range of activities from business development and fundraising, to HR and staff development, to environmental concerns and the management of a sporting estate. The staff team had endured a period without a CEO at the helm and as such had felt isolated, uncertain and let down. As with the Eric Liddell Centre I had to support the staff team to find their confidence again. This I did by restructuring departments, clarifying job descriptions, roles and responsibilities, and mentoring individuals and teams to start to bring out the best i


    CEO

    2015 - 2016

    * Dementia and Elderly Care Charity, Community Centre, Care at Home provider * Overall responsibility for all aspects of the running of the charity * HR and Training of a 21 strong staff team * Governance and reporting duties to the Board of Trustees * Company Secretary * Liaison with statutory and non-statutory organisations; NHS, Local Government, Charities * Business Development and Fundraising Full operational and strategic responsibility for an internationally renowned Charity. Responsibility to the Board of Trustees for Governance and regulatory responsibilities. My key role at the ELC was to prevent the demise of this important community charity, and develop new areas of operation for the coming years, to compliment the core dementia work undertaken by the organisation. I therefore started the charity on a development programme, which saw income increase by 25% in one year. I had to build the morale of a staff team in crisis, repair relationships between senior management and the Board, and start the planned process of development, which had been absent for some years. This I did in my 1 year tenure with the charity. My approach was to take an inward looking charity and make it part of the Dementia community again. Thus I spent the first 6 months of my time at the Centre developing the staff and giving them the confidence to start to develop their roles at the charity. The staff were eager to be managed again, and were very open to change and new ideas, so this was a particularly enjoyable part of my time at the Centre. My managerial style is very much based on strong leadership; that is honesty and integrity and showing real interest in develop both the individual and the team. I enjoy being a mentor and helping staff to achieve goals by introducing them to new opportunities and experiences in the workplace. Whilst never shying away from those difficult managerial decisions, I always seek to build consensus and


    Director

    2000 - 2014

    * Growth from zero to £ 2.5 million turnover, from 2 to 150 staff, and from 1 to 21 Kidzcare centres. ------- * Attracted over £ 2 million in inward investment. * Financial and operational Governance. * Policy and procedure development and implementation. * Business growth, change management and project management. * Strategic partnership and consensus building. As co- owner and founder of Kidzcare Ltd, I started the business from 1 employee and a £ 10k loan from the bank to a £ 2.5 million company, employing 150 staff, with 22 centres. I was therefore responsible for all aspects of company growth and development. I was also responsible for fund raising to ensure continue growth and development; contract negotiations with Councils and other large clients, staff development, mentoring and training, regulatory and compliance responsibility, and all other aspects of running SME. We worked for 14 years with children with profound disabilities and behavioural issues. Child protection, disability awareness, human rights and advocacy were at the heart of all of our activities. This was a hugely enjoyable part of my career and the successes achieved here around the provision of services for children with complex additional needs are amongst the most rewarding of my career. This was a fabulous experience for me and I had to learn everything from operating payroll, to writing annual accounts, worked on the shop floor in childcare, learned about disabilities, employment law, regulations and policies, and so on. The grounding I received in the early days of the business stood me in fantastic stead when recruiting and ensuring quality of care in our centres. Having done it, it was easier to manager it! It is in this environment that I honed my management skills, and in a business setting where the quality of your staff, and hence care, are everything, I developed my passion for mentoring and training staff. Employees that started with the b


    Senior Lecturer

    1994 - 2000

    Scottish Agricultural College, ( ------- * Thesis supervisor at Undergraduate, MSc and PhD level. * Teacher at Undergraduate and MSc level, Rural Development and Resource Economics. * Research programme coordinator. * Team leader responsible for consultancy in rural resource economics. * Diversification and small business development facilitator. * Responsibility for bidding for large European Research Projects. * Lead Consultant in field for EU TACIS project in Turkmenistan, and European advisor to Turkmenistan (TACIS project), to support Ashgabat University after the collapse of the Soviet Union. * Presentations at international conferences and workshops. * Advisor to Chief Scientific Officer, Dr Brian Sheppard, MAFF, European Pesticide Policy and Taxation. Responsibility for a 6 person team covering teaching, research and consultancy in the general area of Rural Development. I thoroughly enjoyed working with young people and developing students to allow them to reach their full potential, both academically and socially. Voluntary and Committee work outside of employment.


    Education History

    Name of Institution: Leeds University

    Education Title: Bachelor of Arts

    Major: Geography


    Name of Institution: Edinburgh University

    Education Title: Master of Science

    Major: Ecological Economics


    Name of Institution: Edinburgh University

    Education Title: Doctor of Philosophy

    Major: Resource Economics



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    Director CV Profile

    Dr Fraser. S. Quin                                                                                                Mail: ##########################

    ##############, Houndwood                                                                                Phone: 0###########

    Eyemouth, ########                                                                                                Mobile: 0###########  

           

     

    Senior Executive Summary

     

     

    Innovative CEO, project and change manager, focused on exceptional results in highly complex care environments in both Scotland and England. 20 years’ experience working with or in the Third Sector. High level inter-personal and communication skills, partnership and consensus building, and strategic thinker and decision maker. A leader and mentor to staff and stakeholders alike. Experience of multi-disciplinary working and negotiation. Known as a “can-do” manager and team leader. Also known as “fun to work with”.

     

    Professional Experience

     

    CEO, Dementia Matters (1st May 2017– Present)

                    Overall strategic and operational responsibility.

                    £500k cost savings in 2 years.

                    Leading and developing three multi million pound development projects.

                    Regulation and Board Governance. Governance and Risk Management on behalf of the Board of Trustees.

                    Overall control of all services, domiciliary care, supported living, day care, residential care. CQC Responsible Individual.

                    Governance and Risk Management on behalf of the Board of Trustees.

                    Complete organisational restructuring, cultural change, Quality Assurance programme.

     

    Dementia Matters is a specialist Dementia charity employing 150 staff, and looking after some 400 people and their families, across several sites in the North East of England.

     

    As CEO, I have overall governance, strategic and operational responsibility for the organisation. This includes a wide range of activities from business development and fundraising, to HR and staff development, to overseeing health and social care operations.  The charity has undergone a period of uncertainty, and my first task was to stabilise the finances to ensure the future of the charity as a going concern. To that end I have made savings of £300k per annum in the first 4 months of my tenure. This has been achieved through redundancies, restructuring and cost saving. A further £150k of savings has been made over the next 12 months.

    In addition to this, unrestricted income will need to increase by £200k per annum, and I have embarked on a fundraising programme to achieve this. I was successful in securing a £1.2 million contract for dementia services through Newcastle City Council, and am preparing a further tender document worth £500,000.

    The staff team have very much appreciated a new approach to honesty, and the fact that they were being consulted with, and now have the opportunity to be involved in future planning and project delivery. Out of this process has emerged two very capable staff who are talented enough to become senior managers within the organisation, but have not been previously recognised. So I have started a management training and mentoring programme which is the beginnings of succession planning for the Company. This is an aspect of management that I thoroughly enjoy, and see a clear responsibility for any manager to mentor, impart knowledge, train and where necessary cajole staff into realising their full potential. This ultimately benefits the organisation every bit as much as the individual.

    I enjoy the responsibility and exposure that such a post brings, and I present at conferences and working groups annually. I am comfortable dealing with our local Councillors, MP’s and Ministers. As such I am well used to both lobbying and representing on behalf of the organisation at the highest political levels. Excellent communication skills are a prerequisite for the post at all levels, as constant communication with stakeholders, staff, the wider community and agencies is an ongoing requirement of the post.

     

    Berwickshire Housing Association, April-May 2017. Temporary part-time role examining the operations of BHA’s nursery in Duns, Little Rascals.

     

    CEO, Sealladh Na Beinne Moire (SnBM) (18/7/16 to 31/1/17).

                    Overall strategic responsibility for a 93,000 hectare estate and a £34 million asset register, with 3000 members.

                    Full financial and governance responsibility to the Board.

                    Developing business and communications strategy

                    Representing Storas Uibhist at local, national and international political level.

                    Representing the Company on Health and Social Care groups.

                    Governance and Risk.

     

    This post was a temporary/interim post, so my main task was to stabilise the organisation and provide sound stewardship for the incoming CEO. I was then offered the permanent post, but declined as a permanent move to the Islands was not a viable family option.

    SnBM is a holding Company, with the organisations below delivering the operational output for the organisation. As CEO of SnBM, I was also CEO of the three subsidiary organisations below.

     

    CEO, Storas Uibhist (Operating Company for SnBM)

    As CEO at Storas Uibhist I had overall strategic and operational responsibility for the organisation. I was also CEO for group subsidiary companies listed above. The role is both politically and operationally very important to the Western Isles. As such it carries a huge weight of responsibility to be working for an on behalf of the Community of South Uist, Benbecula and Eriskay. It is Scotland’s largest Community owned estate and as such is at the fore of Land Reform in Scotland.

    As CEO I was responsible for a wide range of activities from business development and fundraising, to HR and staff development, to environmental concerns and the management of a sporting estate.  The staff team had endured a period without a CEO at the helm and as such had felt isolated, uncertain and let down. As with the Eric Liddell Centre I had to support the staff team to find their confidence again. This I did by restructuring departments, clarifying job descriptions, roles and responsibilities, and mentoring individuals and teams to start to bring out the best in them. Part of this process was about being open and honest about the current economic situation, what my key objectives as a CEO were, and where we were hoping to go in the future as a Company.

    The staff team very much appreciated the honesty, and the fact that they were being consulted with, and had the opportunity to be involved in future planning and project delivery. Out of this process emerged two very capable staff who were talented enough to become senior managers within the organisation, but had not been previously recognised. So I started a management training and mentoring programme which was the beginnings of succession planning for the Company. This is an aspect of management that I thoroughly enjoy, and see a clear responsibility for any manager to mentor, impart knowledge, train and where necessary cajole staff into realising their full potential. This ultimately benefits the organisation every bit as much as the individual.

    I enjoy the responsibility and exposure that such a post brings. I was constantly in touch with MSP’s and Ministers because of the nature of the post. As such I am well used to both lobbying and representing on behalf of the organisation at the highest political levels. Excellent communication skills are a prerequisite for the post at all levels, as constant communication with stakeholders, members, the wider community and agencies is an ongoing requirement of the post.

    This was a very dynamic role and the CEO had to balance the needs of individual community members, with wider economic goals. The main economic goals were to ensure that we continue to bring employment opportunities to the Islands to ensure the sustainability of the estate in the long term. This in turn achieves our social and community goals of population stabilisation and community enhancement. We currently have £34 million of projects in planning over the next 5 years.

     

    Director, Askernish Community Golf Club, South Uist. (18/7/16-31/1/17).

                    Storas Uibhist representative on the Golf club Board.

                    Corporate Governance.

                    Strategic development.

    Askernish Golf Club is a wholly owned subsidiary of SnBM. It has an independent Board of which the CEO of SnBM is a key part. The Golf Club is worth in excess of £1.5 million and is a significant tourism business for the Islands, as well as providing an excellent golfing facility for the estate.

     

    CEO, The Eric Liddell Centre (June 2015-July 2016)

                    Dementia and Elderly Care Charity, Community Centre, Care at Home provider

                    Overall responsibility for all aspects of the running of the charity

                    HR and Training of a 21 strong staff team

                    Governance and reporting duties to the Board of Trustees

                    Company Secretary

                    Liaison with statutory and non-statutory organisations; NHS, Local Government, Charities

                    Business Development and Fundraising

     

    Full operational and strategic responsibility for an internationally renowned Charity. Responsibility to the Board of Trustees for Governance and regulatory responsibilities. My key role at the ELC was to prevent the demise of this important community charity, and develop new areas of operation for the coming years, to compliment the core dementia work undertaken by the organisation. I therefore started the charity on a development programme, which saw income increase by 25% in one year. I had to build the morale of a staff team in crisis, repair relationships between senior management and the Board, and start the planned process of development, which had been absent for some years. This I did in my 1 year tenure with the charity.

    My approach was to take an inward looking charity and make it part of the Dementia community again. Thus I spent the first 6 months of my time at the Centre developing the staff and giving them the confidence to start to develop their roles at the charity. The staff were eager to be managed again, and were very open to change and new ideas, so this was a particularly enjoyable part of my time at the Centre. My managerial style is very much based on strong leadership; that is honesty and integrity and showing real interest in develop both the individual and the team. I enjoy being a mentor and helping staff to achieve goals by introducing them to new opportunities and experiences in the workplace. Whilst never shying away from those difficult managerial decisions, I always seek to build consensus and empathise with staff.

    I also had to immediately create new networks and partnerships, and generate new streams of incomes through expansion of existing services, new projects, and move into new geographical areas. My goal was to get the name of the charity known again and establish us as a “can do” organisation, willing to work with the NHS and Local Authority. Again, this was a hugely enjoyable part of the job and directly resulted in new business, new projects and the creation of formal partnerships with other Dementia care organisations, via the Edinburgh Care Partnership.

    My only reason for leaving was to take up my current post at Storas Uibhist.

     

    Director, Kidzcare Ltd, (June 2000-November 2014).

                    Growth from zero to £2.5 million turnover, from 2 to 150 staff, and from 1 to 21 Kidzcare centres.

                    Attracted over £2 million in inward investment.

                    Financial and operational Governance.

                    Policy and procedure development and implementation.

                    Business growth, change management and project management.  

                    Strategic partnership and consensus building.

    As co- owner and founder of Kidzcare Ltd, I started the business from 1 employee and a £10k loan from the bank to a £2.5 million company, employing 150 staff, with 22 centres. I was therefore responsible for all aspects of company growth and development. I was also responsible for fund raising to ensure continue growth and development; contract negotiations with Councils and other large clients, staff development, mentoring and training, regulatory and compliance responsibility, and all other aspects of running  SME.

    We worked for 14 years with children with profound disabilities and behavioural issues. Child protection, disability awareness, human rights and advocacy were at the heart of all of our activities. This was a hugely enjoyable part of my career and the successes achieved here around the provision of services for children with complex additional needs are amongst the most rewarding of my career.

    This was a fabulous experience for me and I had to learn everything from operating payroll, to writing annual accounts, worked on the shop floor in childcare, learned about disabilities, employment law, regulations and policies, and so on. The grounding I received in the early days of the business stood me in fantastic stead when recruiting and ensuring quality of care in our centres. Having done it, it was easier to manager it!

    It is in this environment that I honed my management skills, and in a business setting where the quality of your staff, and hence care, are everything, I developed my passion for mentoring and training staff. Employees that started with the business in the first two to three years became our centre managers, operations and care managers, with one becoming our Director of Care. Retaining and developing staff was a passion for us and resulted in a loyal and committed workforce, which in turn facilitated growth and development in the Company. It was also very good fun.

     

    Senior Lecturer and Team Leader, Scottish Agricultural College, (1994-2000).

                    Thesis supervisor at Undergraduate, MSc and PhD level.

                    Teacher at Undergraduate and MSc level, Rural Development and Resource Economics.

                    Research programme coordinator.

                    Team leader responsible for consultancy in rural resource economics.

                    Diversification and small business development facilitator.

                    Responsibility for bidding for large European Research Projects.

                    Lead Consultant in field for EU TACIS project in Turkmenistan, and European advisor to Turkmenistan (TACIS project), to support Ashgabat University after the collapse of the Soviet Union.

                    Presentations at international conferences and workshops.

                    Advisor to Chief Scientific Officer, Dr Brian Sheppard, MAFF, European Pesticide Policy and Taxation.

    Responsibility for a 6 person team covering teaching, research and consultancy in the general area of Rural Development. I thoroughly enjoyed working with young people and developing students to allow them to reach their full potential, both academically and socially.

     

    Voluntary and Committee work outside of employment.

    ARK Housing Association, Edinburgh, Director. (June 2020 – Present).

                    Governance at all levels of the organisation, including Operations, Projects, Finance, Risk.

                    Supporting the Executive Team to deliver organisational strategy and business plans.

                    To provide the drive, vision, energy and enthusiasm to push through necessary strategic changes whilst maintaining the ethos and vision of the Association.

     

    Chair of Board of Trustees, Deaf Action (January 2015 –July 2016).

                    Leading Scotland’s largest Deaf charity in a strategic review and the implementation of key aims and objectives.

                    Responsible for Governance at all levels of the organisation, including Operations, Projects, Finance, Risk, Company Ltd by Guarantee Articles and policy review.

                    Facilitating change and supporting the CEO and Senior Management to fulfil organisational and personal goals.

                    To provide the drive, vision, energy and enthusiasm to push through necessary strategic changes whilst maintaining the ethos and vision of the Charity.

     

    Strategic Management Committee, National Autistic Society, (January 2016-July 2016).

                    To define and implement strategy with the CE (Scotland) in business growth and development.

                    To mentor the CE and assist in the facilitation of new partnerships and networks.

                    To identify new funding streams and deliver projects to operational staff.

                    To provide leadership and guidance to the senior management team.

                    To ensure good governance in future development and growth.

     

    Education

    Edinburgh University, PhD, Resource Economics, 1999.

    Edinburgh University, MSc, Ecological Economics, 1995.

    Leeds University, BA Honours, Geography, 1986.

     

    A keen motorcyclist, I am a volunteer for Edinburgh and District Advanced Motorcyclists. This is a charity with Road Safety its main priority, and I am a National Qualified Observer, and holder of a Masters motorcycling qualification from the Institute of Motor Industries. As an Observer, we help to train motorcyclists in road safety and advanced riding techniques. It is a very rewarding activity and allows me to combine my passion for motorcycling with a road safety message with a major UK Charity.

    My other hobbies include half marathon running, hill walking, natural heritage, reading, my three dogs and a new granddaughter!

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