Mark Hewson

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In a career spanning over 30 years Mark has developed the skills and experience to assess situations and give strategic leadership to a diverse range of organisations and projects. Determined, dedicated and, conscientious he is committed to making a real difference.

Corporate Leader

As a member of the Executive Committee of the then 5th largest Registered Social Landlord in the county Mark developed and honed his skills and experience. With a national portfolio of 54,000 properties, 7 companies, assets of £1.2 billion and a turnover of £230million Affinity Sutton provided a fertile source of experiences and a wealth of opportunities.

Change Manager

Mark has managed major programmes of change for Affinity Sutton. As programme director he planned and co-ordinated the activities of six work streams. In addition to directing the overall programme he delivered the amalgamated 900 strong staff structure, a new strategic framework for the business, a single set of harmonised policies and procedures and a programme of efficiency savingssector, on time and to budget.

Project Manager

Since launching the consultancy in 2009, Mark has been engaged to deliver a diverse range of projects in both the private, charitable and public sectors. Delivering process reviews, office relocations or a factory fit out he has developed a diverse skill set and a close network of consultants, contractors and specialist suppliers.

Strategic Leader

Providing executive support and internal consultancy to William Sutton Homes, Mark spent a year on the executive team. In that time he championed a full programme of cultural integration. Identifying the need to provide a point of focus for the organisation he commissioned a full mock inspection of the association, using 'inspection' as a means to focus on the future.

Operational Manager

In addition to his strategic and project responsibilities Mark had operational responsibilities at Affinity Sutton. The Business Excellence team that he lead managed the corporate and strategic planning functions, research, consultation responses and performed a policy and quality management function. Under his direction the team developed and championed the concept of 'golden threads' linking the organisations strategic plans to staff appraisal objectives. The Business Improvement team ensured that a culture of continuous improvement was embedded within the organisation.