David Olusegun

Hi 👋🏿

I’m David. I’m driven by faith and committed to purpose. My work is simple: build and invest in consumer brands that make lives better and leave a positive legacy.

For over a decade, I’ve worked across CPG, entertainment, and media with global players.

I'm also privileged to advise founders and corporations on building products that truly serve people and I speak on faith, entrepreneurship and brand leadership with a focus on real-world impact and integrity.

Honoured to be recognised by Powerful Media, Music Week, KPMG Entrepreneur of the Year, HSBC x Black Business Week Top Entrepreneur and the UK’s Top 100 African Business Leaders, but the mission stays the same: help brands serve people, do good with excellence and integrity and honour God.

Reach My Team👇🏾

📧 Speaking & Commercial: adam@howtobeiconic.co
📧 Press Enquiries: press@howtobeiconic.co

Co-Founder & Co-CEO

CCV is a venture builder that partners with purpose-driven creators to launch global CPG brands. We are a creative-led team with strong end-to-end commercial expertise that provides the complete infrastructure to launch, build and scale these pioneering brands.

Our goal is to give our clients the opportunity to build something bigger than their personal brand, receive ownership rather than just another endorsement deal and leverage their following into a long-term future through building impactful businesses.

Our operating model is to work together with the creator as a co-founding team and enable them with the right infrastructure, tools, support, and capital. We love working with creators to change the world, one brand at a time. We believe it’s time we build businesses that shift the power paradigm to the hands of the creators. It’s what gets us up in the morning, it’s in our DNA and we are irretrievably obsessed with collective success by working with CCV you’ll be working with vested partners committed to global success!

Sometimes it’s hard to trust God, especially when things don’t seem to be going according to plan. 

This is me encouraging you to trust Jesus; He will guide you and set you on the right path. He has good plans for us, plans to give us hope and a future.

“Trust in the Lord with all your heart and lean not on your own understanding.” — Proverbs 3:5

Building and Investing in Purpose-Driven Consumer Brands | Angel Investor | Keynote Speaker

This is your reminder that this year, God should come first.

Before the plans and before asking everyone else.
Start with God and let Him take the lead.

“But seek first the kingdom of God and His righteousness, and all these things will be added to you.” — Matthew 6:33

God is good. Always.

Even when we don’t see the full picture, He is working things out for our good. 

As we step into a new month, this is your sign to trust Him and lean on Him. 
He knows where He’s leading you. 


“For I know the plans I have for you,” declares the Lord, “plans to prosper you and not to harm you, plans to give you hope and a future.”
— Jeremiah 29:11

Welcome to February, everyone🤍

Take a moment to think about the fact that Jesus laid down His life knowing you and I might not ever choose Him. What a love.

That sacrifice is exactly why life can only be found in Him.

“I am the way, the truth, and the life. No one comes to the Father except through me.” (John 14:6)

Have a blessed Sunday.

No matter how impossible the situation seems, remember this: with God, there are no limits. 
 
Mountains move, chains break, and the unseen becomes reality when His power is at work. 

Trust Him, lean on Him and watch the impossible become possible.

Have a blessed Sunday.

Unilever isn’t “testing” India anymore. They’re committing.

Quietly but decisively, Unilever is doubling down on India’s premium beauty market with science-led, clean, founder-driven businesses.

Their VC arm just followed on in Secret Alchemist, a clean fragrance brand they first backed last year. 

At the same time, they joined the Series A for SkinInspired, a science-first skincare brand they initially invested in back in 2024.

Unilever has been clear: beauty and personal care need to drive two-thirds of future revenue. And when you look at where they’re placing bets, two markets keep coming up: the US and India.

India, in particular, is being treated as a premium innovation engine, not just an emerging market.

Since 2023, Unilever has backed or acquired 8 Indian beauty businesses, heavily skewed toward skincare and haircare.

The headline move? The $342m acquisition of Minimalist, often called “India’s The Ordinary.”

The pattern is obvious:
✅ Clinical or science-backed positioning
✅ Clean, credible formulations
✅ Brands that scale digitally first, then retail
✅ Founders who understand modern consumers, not legacy playbooks

As Unilever’s CEO put it, building a future-fit portfolio means going all in on beauty, wellbeing, and growth markets.

This is what that actually looks like in practice. They’re buying the disruption early and in the markets that will define the next decade.

Is it time to stop calling Unilever a consumer goods company?

Unilever Indonesia just sold SariWangi  for $89.5 million (Rp1.5 trillion), a brand that has been a staple in Indonesian homes since the 1970s. 

Just last month, they offloaded their Ice Cream business (The Magnum Ice Cream Company, Ben & Jerry’s). 

This is also the last of Unilever’s traditional tea brands, after selling its global tea unit (ekaterra) in 2022, including LIPTON Teas and Infusions and PG Tips.

The move signals a clear shift toward high-margin Beauty and Wellbeing, leaving legacy commodity businesses behind. 

SariWangi may be iconic, but it only contributed ~2.7% of Unilever Indonesia’s revenue; a sign that focus now outweighs nostalgia.

The Strategy: From “Everything for Everyone” to “Powerhouse Specialisation.”

✅ Fame ≠ Future: Legacy brands are being cut if they don't hit "Power Brand" growth targets.

✅ Margin over Volume: They are exiting "commodity" categories (Tea/Ice Cream) to focus on high-margin Beauty, Wellness and Personal Care.

✅ The 30-Brand Rule: CEO Hein Schumacher is narrowing the global focus to 30 "Power Brands" that drive 75% of turnover.

The question: is this the bold move the market has been waiting for, or is it stripping away what made Unilever Unilever?

The $11B Strategy: How ŌURA Beat Apple and Fitbit Without Competing With Them

It’s easy to look at ŌURA now and call it a huge success. But, back in 2015, they were a tiny Finnish startup trying to break into a highly dominated space. 

On paper, they should’ve been crushed: a sleep-tracking ring sounded kind of weird back then.

Yet here we are: an $11 billion valuation and over $1 billion in revenue in 2025.

Oura’s rise is proof that a clear vision can change how an entire category thinks.

Here are the key takeaways for any founder trying to carve out a space in a crowded market:

 ✅ Don’t Outrun Giants. Redefine your Race.
Apple and Fitbit (now part of Google) were locked in an arms race over "activity tracking." Instead of trying to build a better step counter, Oura focused on recovery and readiness. They realised that while only 5% of people exercise daily, 100% of people sleep every night. 

If you can’t be the biggest player in an existing category, build a new one where you own the narrative.

✅ From Product to Symbol
ŌURA’s decision to build a ring wasn’t just an aesthetic choice; it was a strategic one. They built something footballers, elite athletes and celebrities proudly wear. By turning data into jewellery, they escaped price wars with plastic gadgets and became part of people’s identity. 

When your product signals who someone is, not just what it does, you earn the right to stay premium.

✅ Move from Product to Platform
Oura didn't stay a sleep tracker. They evolved into a health intelligence system. This is a huge lesson for any builder: Don’t just sell a one-off tool. Build something that gets smarter the more a person uses it. 

When your product becomes an essential part of someone’s daily decision-making, you’ve moved from a "nice-to-have" to a "must-have."

✅ Master the "Omnichannel" Pivot
For years, Oura was a darling of the Direct-to-Consumer (DTC) world. But to hit the $1 billion mark, they knew they couldn't stay on their own website forever. They moved aggressively into Amazon, Target, and Best Buy.  

DTC is great for building a brand, but "Omnichannel" is how you scale to a billion. Go where your customers already are.


The big takeaway? The future won’t be built by brands trying to beat giants at their own game, but by those creating something new. 

When a brand knows who it is for and what it stands for, revenue becomes a result, not the goal.

It's January 2026, and I need you to get this through your skull: This year dies with you either being audacious or being forgotten. 

"Ask, and it will be given to you; seek, and you will find; knock, and the door will be opened." - Matthew 7:7

You know what your problem is? You're knocking too softly.

Actually, scratch that. You're not even knocking. You're standing outside the door, practising your knock, wondering if it's the right time, the right door, the right knock. 

Meanwhile, someone with half your talent just kicked the door down and took what you've been "preparing" for.

There's no middle ground. There's no "strategic patience." There's no "right timing."  

Let me tell you about the day I stopped being a spiritual coward. I'm sitting in church, and the pastor reads that verse about knocking. 

But then he says something that messed me up: "Some of you are knocking like you're apologising for existing. God doesn't respond to whispers from people who should be roaring."

That same day, I went home and did five things that my "reasonable" self said would ruin me.

You can find this in my newsletter. Link in the comments 🔗

Happy to be featured in Entrepreneur UK where I share the lesson I learnt from spending 6 years learning CPG logistics the hard way.

Late-night calls about stranded inventory. Spreadsheets that stole my weekends. Retail relationships hanging by a thread because of delivery failures.

Nobody warns you about this part.

Everyone wants to talk about the sexy stuff:

→ The packaging design 
→ The influencer partnership 
→ The TikTok moment that goes viral 
→ The big retail meeting where the buyer says yes

But here's what I've learned scaling brands thousands of stores and across many continents:

Logistics isn't the backend of your business. It IS your business.

Get it right? You scale. Get it wrong? The best product in the world won't save you.

I've watched brands die with full warehouses. I've seen founders get their dream listing and then collapse under it. I've made mistakes that cost me months of momentum.

So I wrote everything down. The 6 things I wish someone had told me before I launched my first CPG brand:

1. Why your supply chain partners should be treated like co-founders
2. The lead time math that will either save you or sink you
3. How inventory killed more promising brands than bad products ever did
4. What actually matters when choosing a 3PL (hint: it's not price)
5. The mindset shift from firefighting to system-building
6. Why regional dominance beats national ambition every time

This isn't theory. This is scar tissue.

Full article in Entrepreneur UK 👇🏾

https://lnkd.in/eZb4ES-E

Thank you Patricia Cullen for the feature.

This might sting a little. No one owes you anything.

❌ No one owes you a repost.
❌ No one owes you a loan.
❌ No one owes you a handout.

Not your friends, not your family and not your partner.

YOU are responsible for your own breakthrough.

God has given you the tools, but He won’t do your push-ups for you.

He gave you the vision, now you provide the discipline.

He gave you the talent, now you provide the practice.

He gave you the opportunity, now you provide the courage to say "yes."

The "Handout Mentality" kills more dreams than failure ever will.

Because the moment your success depends on someone else's generosity, they control your limit.

Stop waiting for the perfect connection or the big break.

Pick up the tools you already have. Use the resources currently within your reach. Start where you are, with what you’ve got.

Stop looking for a hand up. Start putting your hands to work.

Your breakthrough is on the other side of your own effort.

This is your reminder to push yourself and open the doors in front of you.

The help you are waiting for will find you while you’re already working, not while you’re waiting.

Who is really funding the "Luxury Powerhouse"? Hint: It’s not just the banks.

The Saks Global Chapter 11 filing just pulled back the curtain on a staggering reality. 

Looking at the Top 30 unsecured creditors list, it’s clear that Saks Fifth Avenue and Neiman Marcus weren't just struggling with a "luxury slowdown".

They were being floated by their own vendors and service providers.

The numbers are alarming:
➡️ The Brand Dependency
The "Who's Who" of luxury fashion is essentially acting as an interest-free bank for the retailer:
• CHANEL: $136 Million
• Kering (Gucci, Saint Laurent): $60 Million
• Capri Holdings Limited (Michael Kors/Jimmy Choo): $33 Million
• LVMH: $26 Million

➡️  The Hidden Cost of Operations
It’s not just about dresses and handbags. The filing reveals the massive "tax" of running a modern digital behemoth. 
Even in a cash crunch, the bills for tech and "strategy" didn't stop:
• PwC (Consulting/Audit): $31 Million
• Meta (Advertising): $12 Million
• Google (Search/Ads): $9.6 Million

When you owe CHANEL $136M and Google nearly $10M simultaneously, the "middleman" model is officially in crisis.

We are watching a permanent power shift. 

Luxury houses are no longer just "partners"; they are major stakeholders in whether this restructuring succeeds.

If they decide to stop shipping inventory to protect their own cash flow, the "turnaround" ends before it begins.

How Kourtney Kardashian Built a $30M Gummy Empire in 16 Months.

Lemme, her supplement brand, went from zero to $30 million in revenue in 16 months.

And here’s what makes it even more impressive: In November 2025 alone, they drove $13 million through TikTok Shop.

In January 2026, Lemme is in 2,000+ Walmart stores nationwide, growing 25% month-over-month. 

The brand has generated 53,000+ creator videos from 13,000+ affiliates who actually wanted to promote the products.

Lemme’s trajectory looks more like a VC-backed startup than a celebrity brand. And that’s exactly the point.

Let me show you what Kourtney Kardashian and her co-founder Simon Huck actually did:

✅ September 2022: Launch
- Three SKUs (gummy supplements)
- DTC + Erewhon (premium positioning)

✅ Month 6 (March 2023):
- Revenue: ~$5M (annualised)
- Expanded to Ulta Beauty, REVOLVE, & Amazon
- Still primarily DTC

✅ Month 12 (September 2023):
- Revenue: ~$20M (annualised)
- Entered Target nationwide
- 25% month-over-month growth rate established

✅ Month 16 (January 2024):
- Revenue: $30M+ total
- Growing 25% MoM consistently

Now, this is where most celebrity brands plateau or decline.

To read the full breakdown and analysis, check out my latest Creators Blueprint newsletter

Link in comments.

Kraft Heinz is splitting in two! Is the era of the "Mega-Conglomerate" officially dead?

Steve Cahillane, former CEO of Kellogg Company, just took the wheel as CEO this month. 

He led Kellogg’s through one of the packaged food industry’s biggest and most successful breakups (and the subsequent $36B sale of Kellanova to Mars).

Now, he is back to run the same play.
By H2 2026, the $26 billion giant will be gone. 

In its place? Two companies with two very different missions.

I call it separating the "Racers" from the "Anchors":

The Racers (Global Taste Elevation Co. ~$15.4B)
• Brands: Heinz, Philadelphia, Kraft Mac & Cheese.
• Mission: High-velocity growth, "Flavour Tech" innovation, and global expansion.

The Anchors (North American Grocery Co. ~$10.4B)
• Brands: OSCAR MAYER FOODS, Kraft Singles, Lunchables.
• Mission: Operational excellence and supply chain efficiency. The "Staples of the American Kitchen."

You can’t run a global condiments engine and a domestic meat/cheese business with the same playbook. 

They need different capital, different leadership, and different speeds.

My Prediction: We are seeing the birth of a new "CPG Blueprint." Kellanova did it. Unilever is doing it. Now Kraft Heinz.

Investors no longer want "The Biggest Company." They want the Most Focused.

Is focus the new scale for 2026? Or will these smaller entities just become easier targets for M&A?

The $32B Question: Why Kevin Hart Just Became a Shareholder in the Company That Owns Elvis, Ali, and Beckham.

Kevin Hart quietly did something that should make every creator, athlete and entertainer rethink how they’re building their business. 

He became a shareholder in Authentic Brands Group, a $32 billion empire that owns the rights to Elvis Presley, Muhammad Ali, Marilyn Monroe, David Beckham, Shaquille O’Neal, Reebok, Champion, and about 50 other iconic brands.

He signed a deal to license his name to ABG and became an owner in the ABG platform.

The structure:

➡️ Hart co-owns and co-manages the “Kevin Hart” brand
➡️ Hart becomes shareholder in ABG (undisclosed stake)
➡️ ABG’s platform: $32 billion in annual retail sales
➡️ ABG’s has 2k+ licensing partners across 150 countries
➡️ ABG’s portfolio: 50+ brands reaching nearly 1 billion followers

Kevin Hart was already winning with:

✅ 292 million social media followers globally
✅ $108 million earned in 2024 alone
✅ HARTBEAT Productions (content empire)
✅ Gran Coramino (tequila brand)
✅ Fabletics (fitness partnership)
✅ VITAHUSTLE (wellness brand)
✅ Hartfelt (premium dog food)
✅ Partnerships w/ Qatar Airways, Netflix, JPMorganChase, DraftKings Inc., Verizon, C4 

So the question you ask is, why would someone already this successful give up control of their name to a licensing company?

The answer reveals something important about how wealth gets built in 2026.

I unpacked it in my newsletter. Link in the comments. 🔗 ⬇️

Welcome to 2026: The Year Beyoncé Became a Billionaire 

The year where AI writes your emails, autonomous cars actually work, and oh yeah Beyoncé officially joined the billionaire club.

Not through a tech exit. Not through a SPAC. Not through crypto or NFTs or any of the other ways people accidentally became billionaires in the 2020s.

Through something far more impressive: Actually building a diversified empire brick by brick over 30 years.

According to Forbes’ latest calculations, Beyoncé Giselle Knowles-Carter’s net worth has officially crossed $1.1 billion as of January 2026, making her the first Black woman to achieve billionaire status primarily through music and entertainment ventures.

But here’s what makes this fascinating. Only about $300 million of that came from music.

The other $800 million? That came from Beyoncé treating her career like a business from day one.

Let me show you how a girl from Houston turned vocal cords and strategic genius into a ten-figure fortune and why her playbook might be more valuable than her discography.

Beyoncé’s $1.1 Billion Net Worth Breakdown (2026):

💰 Music & Touring: ~$300M
💰 Parkwood Entertainment: ~$250M
💰 Ivy Park x Adidas: ~$150M
💰 Real Estate Portfolio: ~$180M
💰 Investment Portfolio: ~$120M
💰 Art Collection: ~$100M

Get the full breakdown of how she built and scaled on my newsletter. Link in comments.

Ralph Lauren never went to fashion school, yet he built a $7 Billion empire. 

Ralph Lifshitz was a college dropout from a struggling family in the Bronx.

In his high school yearbook, under "Life Goal," he wrote just one word: Millionaire.

But the path was anything but a straight line.

In 1967, while working as a tie salesman, he pitched a line of wide, colourful ties.

His boss shut him down instantly: “The world isn’t ready for Ralph Lauren.”

He could have listened. He could have played it safe. 

Instead, he:
✅ Started working out of a single drawer in the Empire State Building.
✅ Hand-delivered his ties to small boutiques.
✅ Walked away from Bloomingdale's, his dream client, when they asked him to remove his label.

The result? Six months later, Bloomingdale's called him back. They didn’t just want his ties; they gave him his own shop.

Lifshitz realised something most founders miss: People don't buy products. They buy dreams.

He didn’t just sell a polo shirt; he sold the feeling of a summer in the Hamptons.
He didn’t sell a blazer; he sold the "Old Money" legacy.

Ralph’s story reminds us that vision, persistence, and courage can outweigh credentials. 

If you’re willing to chase your dream on your own terms, you can create a legacy that others said was impossible.

While the world worries about an economic slowdown, Africa is projected to grow by at least 4.3% in 2026.

We’re seeing a fundamental shift in the soul of Africa’s economy. 

The continent is finally moving from the "Era of Extraction" to the "Era of Execution."

The old math never added up:

Export raw cocoa for $3,000/ton and import Belgian or Swiss chocolate for $30,000/ton.

Export crude oil and buy back expensive petrol.

As of January 2026, the script is flipping.

1. Energy: The import paradox is ending. In Nigeria, the Dangote Refinery is already meeting nearly 40% of the country's petrol demand and exporting to other countries, including the US.

2. Value Creation: In Ghana and Côte d’Ivoire, the cocoa industry is no longer just about harvests; it’s about processing. In 2025, Nigeria’s non-oil exports hit a record $6.1B, driven by finished goods, not just raw materials.

3. Trading within Africa: AfCFTA is finally doing the work. Countries like Kenya, Egypt, and Rwanda are moving industrial goods duty-free across borders. They’re no longer just feeding global supply chains; they’re building continental ones.

4. Local Production at Scale: Nigeria’s "774-Product Strategy" is a game changer. By identifying one exportable product in every single LGA, they are connecting local talent directly to a $3.4 trillion market.

For decades, Africa supplied the world. Now, Africa is supplying itself.

Goods are moving across borders and oceans. Value is staying on the continent, not leaking out of it.

Africa is building internal markets, regional supply chains, and economic muscle.

And for the first time in decades, the continent is finally in control of its own growth.

Africa Doesn’t Need More Fintechs. It Needs Better Infrastructure.

When most people hear “Invest in Africa,” what they really think of is real estate, fintechs and flashy startups.

But Africa is not one market. It is 54 regulatory systems and hundreds of micro-economies.

If I had £1M to deploy in 2026, I wouldn't chase the hype. 

I’d invest in the "Industrialized Rails", the quiet systems that fix the bottlenecks holding the continent back.

Here is the high-conviction roadmap:

✅ Agro-Processing & Value Addition ⇢ Africa produces 70% of the world's cocoa but retains <5% of the chocolate market's value.

The Play: Small-scale processing plants for cocoa, cashew, or grains to turn raw exports into finished goods.

✅ Energy as a Service (B2B) ⇢ National grids can't fuel industrial growth. Manufacturers aren't buying "green energy", they are buying uptime.

The Play: Reliable solar and storage for factories looking to escape diesel volatility and 24/7 power outages.

✅ Pharma Supply Chains ⇢ With the African Medicines Agency (AMA) taking off, the 80% import dependency is a massive opening.

The Play: Tech-enabled distribution hubs connecting local producers to fragmented pharmacies.

✅ Trade Logistics & Warehousing ⇢ Borders are opening, but storage is missing.

The Play: Cold storage and Grade-A warehouses along major trade routes and "dry ports."

✅ Foundational Digital Infrastructure ⇢ The world is building apps; smart money is building what powers them.

The Play: Data centers, fiber optics, and towers; the physical backbone of the digital economy.

My Take: The biggest opportunities are in building the assets the economy actually needs to function.

If you had £1M, which of these five would you back first?

I used to think market research meant decks, data rooms and dashboards. Then I heard a story about Bernard Arnault (CEO of LVMH).

He’s travelling in New York, gets chatting to a taxi driver, and asked if he knew who the president of France was at the time, but the driver replied "I've never heard of Georges Pompidou in my life, but I know what Christian Dior Couture is!"

..and that was the start of LVMH. On my trip to Nigeria I wanted to move through the city normally, talk to the drivers, speak to shop owners, listen to people who weren’t filtered through surveys or incentives, and understand how they actually think about brands, money and value.

So I asked uncomplicated questions, what do you buy again and again, what feels worth the money, what do you trust, what do you avoid, what feels overhyped but everywhere.

What came back wasn’t neat or scalable or easily turned into a slide, but it was honest, and in many ways far more useful than another report. Because people don’t speak in frameworks. They speak in habits, frustrations, shortcuts, pride and emotion, and those things rarely show up cleanly in data.

The reminder for me and maybe for other founders, investors and operators is that markets are human before they are mathematical. Data can tell you what happened, but it almost never tells you why, and the “why” is where brand, loyalty and long-term value are actually built.

If all you ever do is look at screens, you’ll optimise for numbers and miss the truth. 

Sometimes the real work is getting closer, listening longer, and being willing to hear things that don’t immediately fit your strategy.

Markets aren’t charts. They’re people. 

And people will always tell you more than a dashboard ever could, if you take the time to ask and actually listen.

South Thames Colleges Group

Managing the effective development of STEM apprenticeships across the college group. Providing leadership on developing and implementing operational improvement plans. Supporting the Head of Apprenticeships in ensuring that there is excellence and best practice embedded across the curriculum, delivery, business development and quality and compliance teams.

Group Deputy Head of Apprenticeships

Randstad UK

Client Solutions Partner - Camden Learning

MetaGedu Apprenticeships 

Metagedu is a groundbreaking Apprenticeship Training Provider owned by world renown Global Banking School. GBS is a renowned institution that fosters innovation in education and trains future professionals and leaders with a focus on today's competitive working market and facilitating access to higher education amongst groups currently under-represented in several sectors. Collaborating with different UK universities, GBS delivers vocational undergraduate and postgraduate programmes in banking and finance, business and management and healthcare.

The school has 8 campuses across the UK in London, Leeds, Manchester and Birmingham. The GBS mission is to change lives through accessible education that makes a fundamental difference to living standards.

At Metagedu we deliver bespoke quality Apprenticeships for organisations of all sizes to ensure continued growth, success and development of their workforce.

Client Solutions Partner

Just IT

Senior Account Manager

Metadata Training

Metadata Training is a training provider specialising in Business Analysis. With over 30 years of experience training Business Analyst professionals, we offer the highest quality of apprenticeship and training. We pride ourselves on being able to excellently deliver accredited training including BCS International Diploma, Agile and Level 4 BA Apprenticeship. 

The Business Analyst Apprenticeship is an 18-month Level 4 programme that combines training and coaching with industry-recognised qualifications. Organisations can use the apprenticeship to upskill employees on the job using government funding.

Sales and Account Manager

Corndel

Corndel is helping organisations re-imagine how the Apprenticeship Levy can be used to develop managers and other corporate professionals.

Corndel is a specialist provider of high quality leadership and management training.
Our mission is to enhance our customers’ productivity and performance by providing worldclass business education to leaders and managers at all organisational levels. We work with businesses, public sector and major not-for-profit organisations to design and deliver learning and development programmes which:
• Build management as a core capability;
• Help high performers become skilled and effective leaders;
• Improve team productivity and performance; and
• Embed and communicate corporate strategy.

Our programmes are purpose-built to add value to businesses while being fully fundable by the
Apprenticeship Levy.

Corndel , already being extremely successful withing Apprenticeships are now planning to emulate that success within Traineeships. We are developing and executing a successful, robust traineeship program, where we will deliver the necessary industry education, skills, training and offer the work experience to learners aged 19-24. My role will include building and developing new and existing relations with clients to obtain sustainable work placements for learners.

Account Manager - Traineeships

South Essex College of Further and Higher Education

As an Apprenticeship Key Account Manager (KAM), I play a key role in driving and delivering ambitious growth plans, through proactively engaging new business opportunities, as well as maintaining high quality service levels with existing clients. I manage and support a defined set of customers by developing and maintaining specialist expertise in key labour market sectors and support the development of new areas, programmes and services, through market leading insight into new opportunities with our customers. I am responsible for gaining and nurturing larger employers through the promotion of the colleges full portfolio of products and services.

Key Account Manager - Levy Specialist

QA Apprenticeships

Senior Apprenticeship Resourcer

QA are the largest provider of IT Apprenticeships in the UK. My job role consists recruiting young people who are not quite ready to start a level 3 Apprenticeship. The programme is designed to equip these young people with the Qualifications, tools, skills and experience needed to be Level 3 Apprenticeship ready. 

My role heavily involves compliance, Public speaking in schools and colleges.  Information, Advice and Guidance, Mentoring, Teaching Employability Skills, and Mentoring an Apprentice.

Senior Traineeship Resourcer

VMR Consultants

VMR Consultants is a team of honest, positive, well-rounded and successful people who operate in a process driven, fun environment. Our aim is not to be the biggest, but to be the best supplier of skilled IT professionals in Europe. 

We dominate the specialist technical market across Europe. We use world class search and selection techniques, including market mapping, candidate pool generation, headhunting and networking to find candidates unobtainable to other recruitment companies. 

VMR Consultants consists of five specialist divisions (Dot Net Resourcing, jPeople, ERP Associates, VMR Infrastructure and VMR Telecoms).

A simple reason for choosing us – you will find the candidates you need:

1.	100% Quality Candidates: We are so confident about supplying candidates that meet your requirements that, if we ever send a candidate who doesn’t, we have a money-back scheme. 

2.	Search and Selection Service: We deliver a search and selection level of service when recruiting vacancies within a ‘no placement, no fee’ structure. 

3.	Specialist Focus: As specialists in IT headhunting we offer deeper experience, vertical market knowledge and proprietary candidate relationships.

To find out more about our IT opportunities or the services VMR Consultants can provide please don’t hesitate to contact me directly.

E-Mail: andre.phillip@vmrconsultants.com
Website: www.vmrconsultants.com

Recruitment Consultant

Morgan Hunt

Property Services & Asset Management

Morgan Hunt is an award-winning provider of recruitment services. We are one of the main suppliers of temporary, contract and permanent staff to the public sector and we also have an established and rapidly expanding private sector business. In the UK we have offices in London, Birmingham and Manchester and have received numerous awards and accolades, including the Recruiter Awards 2011: Best Client Service, 2010: Best Public Sector Recruitment Firm (for the fourth time) and in 2009 Best Corporate Social Responsibility Strategy along with the coveted overall Grand Prix Award for best UK recruitment firm. 

Our reputation is founded on a personal service, tailored to meet the individual needs of our clients. We work in partnership with our clients, taking time to develop an in-depth understanding of the way they work and the roles they need to fill so that we can react quickly to match the most suitable candidates to their vacancies.

At Morgan Hunt I work as part of the Property and Construction Division. I specialise in recruiting in Asset Management and Property Services. I successfully recruit professionals from Assistant to Director level across the UK. 

I am interested in hearing from people who are looking to register as a candidate with Morgan Hunt, or from prospective clients who would like to find out more about how I could assist you in filling a vacancy.

The key departmental areas that I recruit into are:

Technical Inspector
Engineers
Building Surveying
Clerks of Works
Building Maintenance
Asset Management
Contracts Management
Project Management

An apprenticeship expert with over 11 years experience in the recruitment and apprenticeship sector. I've helped recruit for companies such as Microsoft, Accenture, Visa, Société Generale, Britvic Plc, Proctor and Gamble and Morgan Sindall Property Services. 

I deliver workshops and 1-2-1 sessions on Apprenticeships, career development and employability skills working alongside companies like The Princes Trust.

My purpose and passion is to help young people realise fulfil their potential. A little help can go a long way. I love to be that help.

**Level 2 Qualified in Careers Education and Guidance**
**Level 3 Qualified in Race and Youth Policy: working with young people**

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