Carl Stock

Leading bid management department and contracts team. Growth and
development responsibility for community and clinical care services.
Completing high quality tenders, managing end to end bid processes,
Internal reporting at board level, utilising CRM systems for tracking
performance updates and commissioner relationship management,
Identifying opportunities for growth and making strategic growth
decisions, consulting internal and external stakeholders throughout
tendering processes, providing oversight of risks and commercial
elements of bid approvals processes, implementing systems and best
practice, ensuring quality of tender submissions, monitoring contracts,
identifying where frameworks and revenue opportunities are due for
renewal. Sharing and driving best practice in proposal development and tendering.

Recent successes include:
50% increase in bid output
Increased win rates from 70% - 98%
Increased revenue in 2024 by 97% vs 2023
Developed strategic plans for departmental growth, contributing to
overall business expansion.
Established effective communication channels, creating strong
relationships amongst cross-functional teams.
Enhanced operational efficiency with the implementation of innovative
management strategies.

Overseeing development activity and revenue generation for residentialand supported living services. Engaging with commissioners across theNHS and Social Care sectors. Focusing on maximising occupancy rates,monitoring and tracking revenue generated through agreed careplacements. Working with registered managers and specialist practitioners to develop structured transition plans, environmental adaptations and training plans to ensure placement sustainability.Working closely with the marketing team to promote services, increase occupancy whilst celebrating achievements through social platforms and stakeholder networks. Reviewing existing services and completing reshaping plans with internal teams and external commissioners toensure services remain current and aligned to commissioner communityand individual needs.

Successes include:

Increasing occupancy • from 75% - 97%
• Increased average cost per placement significantly
• Identified under performing services and increased commercial viability
• Increased commissioner networks

Managing bids and tenders from provider engagement to submission for both revenue and capital development projects. Coaching at senior management level, service retooling and mobilisation of new services.

Overseeing business activity across the South West, with responsibility for contract and commercial compliance for around 10 support services.

Management of 7 senior managers and circa 100 staff across Devon, Somerset and Dorset. Managing a portfolio of social care contracts with an annual value of £3M