Phillip Sparham-Simpson

Experience

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  Yates Wine Lodges

  Jul 1998 - Mar 2004

  Various, finishing as General Manager

  Initial exposure and progression within the hospitality industry. Post successfully trouble shooting various businesses as a Regional Relief Manager in the M25 region, I was Promoted to General Manager of the company’s most challenging venue, Yates Basildon. We achieved 120k positive profit swing from our initial budget of a 90k loss in my first year as a GM.

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  Spirit Group

  Mar 2004 - Apr 2005

  General Manager

  The Assembly, St Helens:Exposure to a late licensed style bar operation, turning over circa £1.5m p/a. This was the first business I was able to practice entrepreneurial sales driving, which led to multiple successful events and the site winning a companywide incentive for LFL sales growth.

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  Rileys Sports Bars

  Jul 2005 - Aug 2006

  General Manager

  Colours & Riley's Reading:I started with Rileys at Colours sports bar in Reading. After approximately 3 month's I was given the GM position at the main Rileys venue nearer the centre of town. This was a 24 hour, 7 days a week club. After three month's in the position myself & team achieved 4 consecutive 100% mystery shoppers and I was nominated for manager of the quarter at the AGM. Unfortunately, I just missed out on the overall award.

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  Barracuda Group

  Aug 2006 - Feb 2007

  General Manager

  The Priory, Nottingham:Despite a relatively short time in this business, sales growth was achieved by focusing on the customer journey, standards and team development.

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  Marston's PLC

  Feb 2007 - Sept 2013

  Que Pasa, Watford:An opportunity to stay with a brand I loved but in a business that was struggling with sales decline. Due to the amount of competition in the local area, it was important to move quickly in assessing the business both internally and externally to gain a better understanding of what area's needed to improve in order to regain market share. A back to basics approach gave focus on standards, customer service, product delivery and an assessment of or rhythm of the week. Once in place, we managed to halt the sales decline and saw the business thrive. Show less

  • General Manager

    Jul 2011 - Sept 2013

  • Area Support Auditor

    Feb 2008 - Sept 2013

  • General Manager

    Feb 2010 - Jul 2011

  • General Manager

    Feb 2007 - Feb 2010
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  Stonegate Group

  Sept 2013 - Sept 2023

  Working directly with Stark Meter Operators, ISTA Energy Solutions and the Stonegate Utilities Team, I project managed the installation of gas and electric smart meters across the estate. This included site data collection and review, to assist with installation appointments and troubleshooting any aborted visits typically resulting in a need for pre-installation works, which I arranged through the Stonegate Property Team.Working directly with LoweConex, who provide monitoring and automation for HVAC systems, I project managed 40 individual site installations. I produced and presented a project brief to Senior Management, completed troubleshooting typically resulting in reactive works to HVAC systems and reviewed the effectiveness of the installed equipment including overall energy saving performance.Biweekly I completed a progress update conference call to update the Property and Governance Director and other key stakeholders. This information was then passed to the board of Directors for review. Given the success of the LoweConex performance, an additional £1M budget was approved to continue the roll out. Show less Delivering an excellent standard of property management across a range of properties, whilst developing strong business relationships with internal stakeholders and external suppliers and contractors. I delivered 15 investment schemes across various retail formats and 20 publican accommodation projects within 16 months. In this time, I developed a good network of contractors and suppliers. Each project would include a briefing meeting and sketch call before being presented ready for capex approval. On approval, the project would then need to be delivered on time and to the approved budget. In projects where intrusive works were approved, additional consideration was given to the potential of asbestos and the requirement for an R&D survey to be completed. In cases where a small works plan was required, I would also review RAMS and sign-off on behalf of Stonegate.On project completion I would complete a full snagging meeting with Operations and the Principal Contractor to review all works and take pictures of each key areas to pass onto the Operations Directors. The majority of feedback was extremely positive, specifically with Slug & Lettuce Market Square Nottingham, The Loxley, Nottingham and The Burghley Arms Inn, Bourne. The final task to each project was to review final costs and signoff through our Property Portal, Pronett. Show less Huddl & Popworld, Nottingham:750k investment at Squares Nottingham, re-branding to Huddl & Popworld Nottingham (multi-site venue). The highest spend investment planned for 2020, mid-pandemic. Despite many challenges, the venue traded well, averaging between 50>75k above profit budget each Period in my tenure.Huddl was the second of a new concept for Stonegate, aimed at the student market and sports viewing with the addition of virtual darts. Popworld offered a late-night club environment open to a much wider age range and diverse market than any of our competitors. Show less

  • Energy Project Manager

    Jun 2023 - Sept 2023

  • Property Manager

    Feb 2022 - Jun 2023

  • Senior General Manager

    Mar 2021 - Feb 2022

  • Senior General Manager

    Nov 2018 - Mar 2021

  • Holding Area Manager

    Jan 2016 - Jan 2020

  • Training Manager

    Jan 2014 - Jan 2020

  • Brand Forum Representative

    Jan 2014 - Jan 2020

  • Senior General Manager

    Feb 2018 - Nov 2018

  • General Manager

    Jul 2017 - Feb 2018

  • General Manager

    Sept 2013 - Jul 2017
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  YMCA Derbyshire

  Nov 2023 - now

  Head of Property Services