1. James Every
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8 The Glade 07775 561829
Sevenoaks james.every@outlook.com
Kent http://uk.linkedin.com/in/jamesevery
TN13 3HD @james_every
Professional and Educational Qualifications
 2015 – Present Prince2 Project ManagementPractitioner
 2005 IICRC Applied Structural Drying Qualification
 2002 Certificate in InvestmentManagement(Securities Institute CertIM)
 1985 Stock Exchange Registered Representative
 1980 – 1983 BSc Economics (Hons),Universityof Birmingham
 1974 – 1979 Winchester College
Languages
Fluent spoken and written French, intermediate Italian,basic German,Spanish and Mandarin
Career History
2002 – Present: Director and Managing Director, Hydro-Dynamix Ltd, Maidstone, Kent
Originally a franchise company offering a complete business package based on truck-mounted cleaning systems, I
guided Hydro-Dynamix to become a nationwide disaster management business specialising in flood & fire
restoration. The business served a wide range of household name clients, including Barclays, Asda, Specsavers,
M&S, Lloyds,Empire Cinemas,as well as companies in the insurance and facilities managementsectors.
 Responsible for strategic vision, management and overall operations, I restructured the business from
revenues driven by selling franchises and taking royalties to a nationwide service model. This had the effect of
moving the revenue focus from franchisees to direct invoicing of commercial accounts. This enhanced the
control, efficiency and stability of revenue streams and increased profitability. I grew the network from 23 to
over 80 franchisees and independent contractors over 5 years, increased commercial sales from c£230k to
over £700k,and moved the business from break-even to profit.
 I established an in-house training division to certify network members with more than 40 proprietary courses in
key skill-sets for the disaster restoration industry. I achieved recognition for the courses from the IICRC
(Institute of Inspection Cleaning and Restoration Certification) and we were able to award CPD points for
course attendance. Some 70% of network members (approximately 50) were certified in one or more
discipline, with nearly 80% of respondents describing the courses as ‘Excellent’, and the remainder ‘Very
Good’ or ‘Good’. Course attendance for contractors was encouraged by allowing for courses to be paid via the
work we allocated.
 Along with financial planning and budgeting, I was responsible for developing the firm’s client base through
multiple channels, including web and social media. My preference, however, is always to make contact in
person to gain the trust of the primary decision maker. I have always prioritised personal technical expertise to
ensure I am fully informed in negotiations.
 I devised and introduced comprehensive workflow processes to manage jobs from simple to the most complex.
This increased the speed and accuracy of estimates, costs and resource allocation, benefitting the operational
efficiency of contractors and the company, and giving clients an audit trail of job management and associated
costs. The system generated comprehensive MI that allowed the business to be assessed on many different
measures.
 Customer satisfaction was paramount, and measured by a quality sign off of every job by the customer on site.
This information was captured within the job monitoring programme I created, revealing that most recent
scores showed 100% as ‘Good’ or better and over 95% ‘Very Good’ or ‘Excellent’. Satisfaction measures were
monitored by contractor and rewarded with improved job allocation. This allowed us to meet and exceed the
mostimportantKPIs for the majorityof clients.
 I applied for the ISO 9001 Quality Management System award which was achieved within 18 months and
maintained since 2005. This allowed the business to meet qualifying criteria for a broader range of potential
clients,and promoted our rank with existing customers .
 I personallyled on the resolution ofcomplexproblems,negotiating solutions with all parties.Examples include:
a. Drying out a book megastore in West London in nine days when it would normally take at least six weeks.
I persuaded the client to try a new speed drying system, not commonly used in the industry, to reduce
drying time from weeks to days, saving the store £15k per day in lostturnover.
b. On two occasions, we completely sanitised a basement crawlspace for a Casino in Leicester Square
following internal flooding from the sewers. Once we had isolated the area with barriers and negative air
systems to ensure odour did not permeate into public areas , the Casino was able to continue trading while
works were carried out over several days.

2. James Every
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2011-2012 Director,Frontline Online Ltd, Crewkerne,Somerset
Appointed a Director of existing customer, Frontline Online Ltd, in February 2011 (insurance claims company,
specialised in flooring claims with a turnover in excess of £4m at peak), taking over administration of the business
following the loss oftwo key accounts.
 I was responsible for day to day management of operations, including the operation of a CarpetRight virtual
store, allocating resources across a nationwide flooring claim business, dealing with 30-40 claims per week,
and ensuring detailed claim reporting to insurers and policyholders
 Overheads were cut by closing the Frontline head office in Somerset and I transferred central administration to
Hydro-Dynamix in Maidstone. The administrative headcount had already reduced from around 20 at peak to
eventually justone as our admin team took over the work.
 I trained around 40 Hydro-Dynamix restoration technicians to carry out nationwide flooring inspections in place
of the remaining seven full time Frontline staff, which significantlyimproved UK coverage.
 My strategy was to improve the potential for client retention, lowering insurers’ loss ratios by moving emphasis
from replacementto restoration,largelyeliminating a potential conflict of interest.
 The very significant reduction in overheads allowed me to restore stability and move the company from a
trading loss to breakeven within 12 months.
The Board declined to address a significant fraud within Frontline so I resigned my directorship of the company and
terminated administration support whereupon the companyceased trading.
1985 – 2001 Cazenove & Co (JP Morgan Cazenove) – Investment Bank and Stockbroker
1998 – 2001 Corporate Finance Executive
 In 1998, I saw an opportunity to build a swifter response to capital markets opportunities, and put forward a
proposal to the firm’s senior partner to build a business supportunit which was subsequentlyaccepted.
 I conceived, structured and led a business development and marketing support department with nine staff and
an annual budgetof over £400k.
 The department provided a suite of corporate and bespoke pitch documentation to service business units. I
specified and commissioned proprietary software, designated ‘Pitch Artist’, which revolutionised pitch
preparation by allowing individuals to access pre-formatted company credentials that could be tailored to their
marketing approach in a bespoke PowerPoint or Word document. It achieved roll-out to all client-facing
business units, including corporate finance, institutional broking and fund management resulting in a significant
improvementin the efficiency of the firm’s marketing capacity.
1994 – 1998 International Capital Markets Executive – Syndication Department
 I worked with companies, treasury officials and other participating investment banks on capital raising,
corporate stake sales and privatisations to supportthe bank’s role,usuallyas Co-Lead or Co-Manager.
 My promotion of the use of tailored league tables, producing analyses of the company’s performance to show
its rank in relevant capital markets transactions, was a key element in supporting the bank’s ability to win
mandates.
 I provided research,analysis and sales desk briefings for European and Latin American transactions.
1985 – 1994 European Equity Analyst – European Desk
 Pan-sector research and analysis of French and Belgian equity markets, daily contact with fund managers to
offer advice and recommendations on their portfolios.
 Research support and analysis for capital markets transactions including flotations, privatisations and capital
raising in equity and equity-linked issues.
 Early adopter of the application of Anglo-Saxon valuation methods to European equity analysis, which
provided more accurate valuations for UK and international investors, allowing for enhanced cross -border
comparisons.
 Pioneered overseas corporate access within Cazenove by taking UK institutional investors to meet senior
managementofquoted companies in Europe – not common practice within the City in the late 1980s.
Interests
I am an enthusiastic member of Sevenoaks Round Table and we organise local fund raising events, including the
annual Sevenoaks fireworks show,distributing the proceeds to local charities thatmeetthe Table’s criteria.
Keen scuba diver and tennis player; Tae-Kwon-Do black belt, inadequate golfer,butI still enjoy it.