From Northern and Southern Europe, Middle East and the UK through to USA and Asia, the global cost efficiency programme delivered significant value for this leading food and beverage operator.

Taking just 3 months, working with each territory CEO and country Managing Directors, the highly sucessful programme not only removed non value added costs and made efficiencies in big ticket areas such as Procurement, Travel, Expenses and Legal - but also streamlined Organisation Design to ensure that each country and global support functions eliminated duplication, optimised performance and increased productivity.

Driving challenging ratios, by obtaining 'buy in' from senior leaders, and working creatively in partnership with country teams on the ground, led to real sustainable effiencies, totalling £10m.

Bartley operated SSP's most complex region in the UK and Ireland. His region stretched through 8 counties with a mix of 10 brands ranging from High Street operators, Shopping Centres, and major Rail stations. Managing a volume of £18m, he consistently grew sales and profitability alike through clear strategic goals.

Bartley concentrated on front end operations, delivery, product consistency and availability to the customer. This helped drive footfall and average check with consistent year on year growth.

He also worked closely with his team to understand what worked, whilst installing a customer mentality within the team. This saw huge KPI positive improvement of over 13% over his tenure. Success created passion for results within his team which lead to stability and low rates of turnover, far below industry levels.

This successful USA restaurant group had to move from founder President, bidding small accounts to a well positioned player in one of the toughest markets in the USA - Airports.

Challenges ranged from poor brand awareness and reputation, lack of talent and no proven track record in big accounts, through to a disparate culture formed through small mergers and a small company mindset attempting to play in a challenging corparate arena. The organisation shift was immense and multi-faceted.

Building a talented team of individuals through a talent acquisition programme - taking the best of the street from leading brands such as Disney Corporation, Darden, Nieman Marcus and Starbucks was the starting point for this trailblazing transformation.

Developing a passion for food, and taking real ingredients with real chefs into the 'cookie cutter' mediocrity of airport dining - with its reputation for poor service and predictable brands was the tipping point for this emerging company.

SSP America, rapidly became synonymous with Talented People, Serving Real Food in Environments that connect, as Caviar House and Prunier Seafood Bar, The Palm Steakhouse, Camden Food and Real Food Company dominated the industry awards circuit and charmed weary travellers with a taste of something different.

Building this great business was driven bottom up and top down, as the Executive team, re positioned and re launched their brand - culminating in $200m of new business in a 24 month period

Take 50 high potential graduate, searching for the right career move… search the fiercely competitive propaganda war on talent ads from all the big graduate employers, and you won't expect to see Moto – Motorway Services dominating the arena.

The graduate revolution had arrived, the growing business needing 50 budding Restaurant and Retails managers – deciding it was time to shift from dull Corporate Graduate programmes – and 'Tell it how it is'.

Recognising that competing brand for brand with established graduate employers – despite the Granada Group ownership would be a challenge, the team developed a brand, a campaign and a programme, that saw 100 high level dynamic graduates join in the first 18 months.

The essence was simple – sell real things in the messaging – Responsibility, Autonomy, Fun, Rapid Progression. A virtue was also made of 'vision of the future' – What job roles graduates would be in and what they would be earning – complete with company car and executive perks.

The graduate employment brand not only delivered talent to this ambitious business but also earned an HR Excellence Award for best recruitment brand, for Moto and Rapport Creative.

The revolutionary redevelopment of Victoria Station not only saw a strong partnership with Network Rail but brought together 15 new concepts from the high street to the travel sector.

Bartley liaised in each stage from planning to handover of each unit ensuring smooth transition with our Brand partners to deliver the project to agreed timelines and budgets.

Effective project management was required throughout this process to ensure existing operations remained unaffected, levels of customer service were held at the highest levels.

All 15 new operations opened to timescale.

Putting the 'For Sale' sign outside these iconic British brands certainly caused a reaction. From the media to the corporate watchers - interest was intense and commentary rife.

The key to this successful disposal for Compass Group was a combination of great M&A teams, organisation, passion and commitment. This coupled with a strong communication plan, handling internal audiences, potential buyers, the City and the media led to an achievement of target multiple.

Having taken the Travelodge concept internationally the prior year with development in Spain - it was timely to approach the market with the package. Media attention centered around the notion of 'selling our heritage' and the large numbers of staff who were likely to move into private equity ownership.

The strength of the plan was evident with minimal coverage and staff migrated with little disruption.