Ian Harkins

Managed the leisure service in Manchester consisting of 23 centres, £20m revenue budget, 600 employees

Successful performance delivered on core KPIs, including an 18% increase in participation per annum with circa 3.5m visits per year in 2025.

Oversaw operational delivery of £150m investment from Manchester City Council into leisure services.

Devised strategic plans during tender process to be successful in 10 year contract award in 2018 with Manchester City Council and 5 year extension programme from 2028.

These plans were set against objectives set out within Manchester City Council's own strategic plans (Namely Making Manchester Fairer and Sport and Physical Activity Strategy)

Represented GLL on GMactive Board and UK Sports Elite Training Environment strategic worker group.

Successful in two tender evaluations for Sugden Sports Centre working in partnership with Manchester Metropolitan University and University of Manchester.

Managing leisure services in Waltham Forest consisting of 6 centres, £10m revenue budget,

Operational delivery of demobilisation and mobilisation of Waltham Forest Feel Good centre - £23m build in 2015

Oversaw negotiations with London Borough of Waltham Forest on multiple items, including planning.

Help Multiple roles within the organisation. Highlighted below;

Assistant Manager (Atherton Leisure Centre and Swiss Cottage Leisure Centre)

General Manager (Oasis Sports Centre) - 3,500 member centre in Central London

General Manager (Pancras Square Leisure) - opened the centre on behalf of GLL and London Borough of Camden. 5,000 member centre.

Sales Manager for LA Fitness Canary Wharf

Oversaw a team of 10 individuals to deliver the commercial outcomes for the centre and organisation.

Reported on commercial performance and introduced a new member retention scheme.

Responsible for a £3m revenue budget

Worked in multiple roles for local leisure trust from a party host from the age of 16 to Operations Manager.

Oversaw 3 centres across the partnership.

Responsible for operational health and safety, day to day operations and business performance.

Took a year away from leisure to work in a residential home for adults with learning disabilities

Oversaw the operational delivery of the home for 12 residents at a time.

Organised daily schedule for all residents, alongside care plans and staffing requirements,