Davies Group sets out plans after senior hires - Post Magazine 27th November 2008
02 December 2008 14:19

Loss adjusting company Davies Group has made three strategic board level management appointments and spoken of its plans to invest £1m in technology.

Following the announcement in March this year that Davies had raised £27m in private equity money for a management buyout, the company has been working to reorganise its management structures.

The business has hired Gary Lumsdon as group finance director, Sandra Postles as group HR director and Joe Mernagh as IT director.

Mr Mernagh, who previously worked as a director-level IT consultant, will oversee Davies' plans to improve its IT systems, which is expected to take up to 18 months to complete.

Speaking to Post's editor-in-chief Anthony Gould in an 'audience with' web interview, which appears on Post Online from today, Mark Chapman, managing director at Davies Group, said: "IT is a big issue for us but it needed to become more sophisticated, more flexible and more supportive of our professional staff."

Prior to joining Davies, Mr Lumsdon was at Hogg Robinson's Swiss subsidiary. He has over 10 years' frontline experience in senior finance and mergers and acquisitions.

Ms Postles, who joins Davies from National Savings and Investments, has been employed to establish a new HR strategy that will create the platform for Davies to deliver its ambitious growth plans.

Louise Meeson
Post Magazine
27th November 2008

Mark Chapman exclusive interview
27 November 2008 13:23

Ant Gould, group editor in chief Post Magazine, talks to Mark Chapman, managing director of the Davies Group in the wake of its recent MBO.

 Watch the interview at:

http://www.postonline.co.uk/public/showPage.html?page=post_video_archive&f=2736

 

Iain MacLean speaks about the new Subsidence Protocol with Severn Trent Water for sewer access
14 November 2008 12:42

Underground movement

 

Gaining access to public sewers that are causing potential subsidence damage has traditionally been beset by red tape, but a new protocol could clean up the process, writes Jane Bernstein

If good things come to those who wait, then a new protocol - which has been six years in the making - should be very good indeed. The initiative addresses some crucial problems relating to public sewers and subsidence and has been agreed between Severn Trent Water and the insurance industry's own Subsidence Forum. Due to be launched next week on 21 October, the agreement aims to overcome challenges faced by loss adjusters investigating subsidence near public sewers (Post, 2 October, p10).

Defective sewers continue to cause subsidence problems for properties in the UK but attempting to investigate them has been a difficult and frustrating process. Where public sewers are maintained by the water companies, there has historically been no clear process for loss adjusters to follow in order to gain access or carry out repairs. The result has often been a stand-off that has delayed claims and frustrated customers.

Graeme Phipps, director of SP Property Services, has been a driving force behind the new protocol since work began on it in 2002. He explains: "The most significant problem was a lack of effective communication when it came to sewers that were implicated in a subsidence claim. Attempting to address the problems would normally involve numerous letters between the water companies and those working on behalf of the insurers in order to carry out investigations or repairs. Because there has been no defined point of contact or communication process, it has often been a case of waiting months rather than weeks to resolve the issue." Mr Phipps adds that there are also fundamental differences in the way the water companies and insurance industry classify damage and defects.

Long-awaited resolution

The new protocol, which has been agreed by Severn Trent Water and key members of the insurance industry, aims to provide some crucial solutions. The formation of the working party in 2002 to address the issues was widely welcomed and has had the full support of key bodies such as the Subsidence Forum and Drainage Forum. So why has it taken so long to come to fruition?

Richard Rollet, technical director of building services for Crawford & Company and a Subsidence Forum member, points to the inherent difficulties in galvanising all the diverse parties. "It's been about building bridges and trust between people who don't regularly talk to each other."

Nigel Barham, director of building services at GAB Robins UK and deputy chairman of the Subsidence Forum, adds: "This is the first formal agreement of its kind, involving a topic that has traditionally generated a degree of mistrust and misunderstanding between the parties concerned. It was important to overcome this and develop trust and co-operation."

Independent consultant Tony Boobier has been involved with the industry's discussion groups for subsidence and drainage since their outset and still sits on the latter. He observes: "The amount of effort it takes for organisations to work together, rather than against each other, shouldn't be underestimated. People are often defensive and suspicious. It is partly about building an environment of trust, then how best to translate that trust into practical benefit."

John Parvin, head of subsidence claims at Zurich and former chairman of the Subsidence Forum, however, does not believe it has been a question of the two parties failing to agree until now. He describes a more gradual process, in which informal arrangements were agreed in the interim, and says the current protocol formalises those agreements.

The question is - does the end result provide satisfactory solutions? Mr Phipps is enthusiastic: "We have agreed how we're going to talk to each other and the timescales within which we need to respond. We have also agreed on the quality of reporting - and, in particular, the information that should be sent to the water companies from day one." (see box, p25).

The consensus suggests this agreement is just the first step. Frazer Fletcher, chief engineer at Merlin Claims, explains: "It's a very good blueprint for the way forward, although it's obviously only between Severn Trent and the insurance industry for the moment. The protocol will need to be rolled out and other water companies will inevitably have different points of view."

Mr Parvin adds: "It should not be set in stone; this needs to be reviewed and the effectiveness measured. Fundamentally, what we've outlined works well but it's important there is a mechanism for reviewing it."

Flexible friends

Most certainly seem to agree a degree of flexibility will be vital and all parties must be prepared to review the protocol in the future. Iain MacLean, director of subsidence and surveying services at Davies Group, explains: "What we have is a reality check that reaches some middle ground between the issues of water authorities and loss adjusters. It should improve matters and be capable of being developed and expanded so that, in 10 years time, we've got a far better controlled and standardised system than we've had to date."

Gary Strong, director of practice standards and technical guidance at the Royal Institution of Chartered Surveyors, has been involved from the outset and was formerly subsidence and surveying services director at GAB Robins. He emphasises: "I would like to see other water authorities pilot this as soon as possible." Indeed, securing buy-in from other water authorities will be a key test of the protocol's success. And there is much optimism that this will be achieved. "Why wouldn't they get involved?" asks Mr Phipps. "It's all about simplifying the process and making it more efficient."

Inviting feedback

Severn Trent is also confident the pilot will be welcomed by other water companies. A spokesman confirms: "We have invited other water companies across the UK to the launch later this month and their feedback has been positive and enthusiastic."

It is equally important, of course, to secure the involvement of the wider loss adjusting and drainage communities. Julia Wilkinson, a partner at Plexus Law, points out that as with the recently launched Joint Mitigation Protocol for tree root removal (see p26), this latest agreement will not be legally binding. But it is hoped the benefits will speak for themselves. Ms Wilkinson points out that any protocol designed to implement co-operative working practices is likely - if embraced by the relevant parties - to reduce the costs associated with claims that could otherwise arise and become litigious.

Mr Boobier emphasises the tangible benefits to be gained from this particular protocol: "The key is to recognise the vast amount of energy spent in confrontation, and how process improvement translates into cost efficiencies and improvements in customer service. As organisations increasingly recognise the cost benefit, then they will be prepared to take the next step."

Furthermore, Sarah Dodd, associate at Eversheds and chair of the legal and recovery sub-committee of the Subsidence Forum, points out that while the protocol is not binding in law, compliance with it may serve as evidence of the reasonableness of a party's conduct in the event of a dispute.

Mr Rollet adds that loss adjusters will need to provide guidance and advice to their personnel on adhering to the protocol. Mr Fletcher agrees: "The people that attend the launch will need to take the issues back to their own companies, carry out some internal training and change their own processes. And the water authorities will have to do likewise."

According to Mr MacLean, the Davies Group has initiated relevant training in anticipation of the launch. It has also planned another two-day training seminar for the relevant staff at the beginning of December.

As far as raising awareness among loss adjusters is concerned, Mr Barham points out that the initiative is being spearheaded by the Subsidence Forum of which most loss adjusters involved with subsidence are members. "The forum also works closely with the Chartered Institute of Loss Adjusters' specialist interest group for subsidence. Details and protocols for usage are being briefed out via these two organisations. In fact, there was a briefing at the CILA SIG conference on 24 September and the Subsidence Forum is working jointly with Severn Trent on the official launch, which is taking place on 21 October."

It will also be vital to raise awareness among insurers. Mr Strong observes: "We need as many insurers as possible to endorse this, as they will in turn be the drivers for insisting their suppliers abide by it - that includes loss adjusters and drainage companies."

The advantages to be gained from the new initiative go beyond the stipulations of the protocol itself and there is a view that the process of achieving the agreement has helped create a greater understanding and better relationship between the parties involved.

Indeed, Mr Rollet identifies this dialogue as one of the initiative's key successes to date. The communications process set out in the protocol should do much to repair what has been a tense relationship between two very different industries. "It has been an issue that people have been passionate about," emphasises Mr Phipps, adding: "Where claims have been delayed, people have naturally been frustrated. What we are doing now is trying to take the agitation out of the equation."

Growing understanding

Severn Trent's spokesman emphasises that the protocol itself is evidence of a greater understanding, adding: "We hope that the launch of a new protocol will ensure this level of understanding is maintained."

As well as being welcomed by both the insurance industry and the water bodies, this protocol is also good news for claimants. "It's important to remember that we are dealing with people who are customers of both Severn Trent and the insurance company," explains Mr Phipps.

Teething troubles are bound to arise and require review once the pilot is up and running and Mr Boobier asserts: "The biggest issue will be that of interpretation of the protocol, but at the end of the day it is all about the spirit of working together." But those who began work on this project in 2002 feel their patience has been rewarded.

What has emerged is not just a list of agreed actions but a better working relationship between two diverse industries. Speed will now, however, be of the essence in securing the involvement of the wider water and insurance industries. As the spokesman for Severn Trent concludes: "We'd like both industries to adopt the protocol as soon as possible."

WHAT IS THE LEGAL STATUS OF DRAINS AND SEWERS?

According to Julia Wilkinson, partner at Plexus Law: "The law relating to drains and sewers is complex and distinctions need to be drawn between the two. Broadly speaking drains are not within public ownership whereas sewers may be. Under the Public Health Act 1936, most sewers then existing - those built before 1937 - became public sewers with effect from 1 October 1937 and the responsibility of the sewerage companies. These sewers are often located on private land and associated with subsidence claims but water companies are able to deny access to them by loss adjusters."

Sarah Dodd, associate at Eversheds law firm and chair of the legal and recovery sub-committee of the Subsidence Forum, adds: "Special provisions apply to public sewers under highways. The government has consulted on a proposal that sewerage undertakers adopt all private sewers connecting to a public sewer as a means of a resolving the many disputes that currently arise as to the legal status of sewers on private land."

SUBSIDENCE CLAIMS HANDLING PROTOCOL WITH SEVERN TRENT WATER

Graeme Phipps, director of SP Property Services, outlines key features of the new protocol:

"It's estimated that 10% to 15% of subsidence drainage claims involve dialogue with a water company (based on the number of Severn Trent enquiries and Association of British Insurers statistics). The protocol ensures agreed points of contact, timescales and working practices are followed, introduces accreditation guidelines for contractors and a generic framework for reporting.

The protocol will apply where subsidence has occurred within three metres of a public sewer and is subject to investigation by a loss adjuster or insurer. Its purpose is to:

- Ease communication between water companies, insurers and their representatives - via one contact point, for initial claims and supporting documents and a dedicated helpline, which can be used to check the potential presence of public sewers within a property.

- Speed up the claims process - via services standards. For example, Severn Trent will confirm the extent of any public sewers within a property by 10 working days, and confirm the extent of repair work to be undertaken 10 days after that. Repairs, where accepted, will be undertaken within 35 days, following confirmation that the affected pipe is a public sewer.

- Improve the information flow - via an agreed checklist, giving guidelines for the level of information required from the loss adjuster or engineer.

- Reduce health and safety risks - via acceptance that drainage investigations can only be undertaken by Water Research Centre accredited contractors and drainage surveys will be carried out using water industry classification scorings, grades one to five (one being negligible damage, five being the most severe).

- Remove claim disputes - via an agreement that in certain situations repairs can be undertaken and funded by the insurer (dependent on classification scoring).

The protocol is being launched at Severn Trent's Cropston Visitor Centre in Leicestershire on Tuesday 21 October."

Sandra Postles takes up the new role of HR Director at Davies Group.
11 September 2008 12:50

Sandra Postles

Sandra is a qualified HR professional with over 15 years of senior HR management and consultancy experience. In the past she has worked for a number of financial and professional services organisations including PKF and Cunningham Lyndsey.

Her most recent role was as HR Director for NS&I for six years. She was also a member of the Executive Board and made a significant contribution to business success by building HR capability and successfully steering the organisation through significant change whilst winning a number of awards along the way.

At the Davies Group, Sandra will be working alongside the new senior team and applying her considerable experience to establishing and implementing a Group HR strategy that will help Davies achieve its ambitious growth plans.

by robert
Davies Group Golf Day
03 July 2008 12:03

11th June 2008 saw the Davies Group annual golf day, which took place at Brookman’s Park Golf Club, Hertfordshire.

The winners of the various competitions were as follows:-

Team Competition: David Greenwood (Davies), Tim Woodford (Prestige), Graham Kitteridge (Ocaso), Chris Chegwidden (Corporation of London)

Individual Competition – Under 20 Handicap
1st - Graham Kitteridge (Ocaso)
2nd - Neil Gurney (Stonebridge)
3rd - Alan Ellis (NFU)

Individual Competition – Over 20 Handicap
1st - John Cowell (Oxygen)
2nd - Sandra Cowan (Contractsure)
3rd - Darren Wagland (Canopius)

Nearest the Pin: David Hallett (Home & Legacy)
Longest Drive: Paul Taylor (Davies Notts)
Davies Shield: Simon Tipple (Davies IT)

See photos from the Davies Golf Day

by robert
New Appointments to the Board of Directors
29 May 2008 17:38

Iain MacLean

Iain Maclean has been appointed to the Operations Board as Director of Project Managed Subsidence Services.

After 17 years in construction,  Iain joined Davies in November 2006 with a remit of developing a quality driven, cost-effective project managed subsidence claims handling product from scratch - launched in June 2007 and have more than doubled Davies ' market share of the subsidence claims handling market since launch - actively involved in a number of new initiatives, including digital remote monitoring and also sits on the Executive Committee of The Subsidence Forum - Manages the expanding internal and external subsidence staff from the Davies Subsidence Administration Unit in Stoke on Trent.

 

Nick Gazzard

Nick Gazzard has been appointed as an Associate Director reporting to the Operations Board.

Nick is responsible for Davies corporate governance operation,  internal control, and for establishing and maintaining systems and procedures to ensure Davies Group companies comply with FSA regulation and statute law. For ensuring Davies maintains a proper system of internal control to safeguard shareholder and stakeholder interests through the application of Davies accountability strategy and internal audit program.

Davies Group given award for 'Best Stand Design' for a small space at BIBA 2008
06 May 2008 19:01

Davies Stand at BIBA 2008

Davies Stand at BIBA 2008

Davies Stand at BIBA 2008

Competition Winner receiving champagne

Receiving Award for Best Stand Design

The Davies Group was selected as a winner from the 180 plus exhibitors as the best stand design for a small space at BIBA 2008. The project manager Paula Doolan, worked with the designers JET and Co to bring together the key facts of Davies celebrating their fortieth year in business along with the conference theme of Influencing Tomorrow.

The resulting design and stand theme was a ‘timeline’ that graphically depicted the changes in life through culture, fashion, architecture, products and pivotal insurance events. The montage of over 200 images also played a part in the stand competition with 10 trivia questions about iconic and key insurance events over that period. The correct winners were selected each hour and then drawn to receive a bottle of Champagne.

Paula Doolan said “I wanted a stand that didn’t just repeat the same look and message that I knew other exhibitors would also be saying. I wanted something that would be memorable, engaging and fun. Without a doubt our stand achieved just that. Word quickly spread about our Trivia quiz and people couldn’t resist taking part. We made an incredible number of new contacts.”

JET and Co, the Designers, have worked with the Davies Group in repositioning the brand since their recent MBO. This has included the look for the logo, its website, sales material and finally culminating in the stand design at BIBA. The visual impact, clean lines and ‘wow’ factor were selected by the BIBA adjudicators as the best in show.

by robert
Filed under: ,
The New, Blue Davies Group makes its first public appearance at BIBA 2008
04 April 2008 15:52

Following its recent MBO, leading loss adjuster Davies Group will be having its first public outing under the all blue Davies banner and will be marking the occasion by featuring a timeline on its stand.

In keeping with the conference theme of ‘Influencing Tomorrow’, the stand will look at what the future may have in store as well as reflect on the history of Davies since the 1960s and highlight social, economic and insurance linked events from the period.  It will also be running a quiz throughout the conference with a bottle of champagne to be won every hour.

Mark Chapman, new managing director of Davies Group will be attending the event on Thursday 1 May and will be available for informal meetings throughout the day.

On the stand throughout the conference, will be:

Gary Liptrot - Director Business Development
Darren Coombes - Director Business Development
David Mansfield - Director Lloyd's & London market
Paula Doolan - Director DMS
Cris Bellamy - Group Business Development



For further information, or to arrange a meeting, please contact:

Adrian Beeby, FWD PR
Mobile: 07879 403564

 

Getting Ready to Grow
03 April 2008 14:01

Insurance Times interview with Mark Chapman
By Sarah Kennedy

After a successful MBO at Davies Group, Mark Chapman tells Sarah Kennedy how he plans to challenge the market leaders.

Following months of speculation, loss adjuster Davies completed a £27m management buy-out (MBO) earlier this month that toppled its partnership structure and fuelled the company’s goals for significant growth and modernisation.

In his first interview since becoming managing director of Davies, Mark Chapman says that due to the backing of private equity firm LDC, the company will now seek acquisition targets and organic growth opportunities to meet its goal of surpassing powerhouse Crawford as the second largest loss adjuster in the UK.

It’s difficult to imagine that something as potentially explosive as an MBO, resulting in the dissolution of a 39-year partnership, could come off smoothly without a clash of egos in the existing structure.

But Chapman says that is exactly what happened when key members of Davies decided that in order to grow and compete against market leaders Crawford & Co and Cunningham Lindsey, which have been pushing into new markets and investing heavily in technology, the business’s old-fashioned structure would have to be replaced.

There were real issues that confronted us,” says Chapman. “One was about succession. Some of the partners were getting older and there hadn’t been a lot of movement in senior management, and we wanted to freshen up the gene pool.

“The second issue was the funding of the business. All major developments were funded by the partners. It didn’t make sense in the modern world for a business like ours to be funded that way. There was concern that some of the guys were getting older and may be less eager to invest in an area that they would never see a return on.”

That scenario never played out, but Chapman says it was at the back of peoples’ minds and a potential obstruction to Davies’s development.

Although the old structure operated in a very amiable and successful way, it was at times speckled with confusion and not always clear who was responsible for what, he says. The company, for example, did not have a finance director, with most of those responsibilities falling into the lap of senior partner David Ede.

An MBO gives more clearly-defined roles to the former partners, many of whom had been with the company for over 30 years. And surprisingly there was no battling for the top spot.

Chapman, who joined the company in 1973 and rose to become deputy senior partner says it was always understood when Davies underwent the MBO, he would become managing director, while Ede, who led the company for 39 years, would step aside.

Partners Adrian Palmer, Les Wright and Darren Coombes have joined Chapman on the executive team. Two partners will leave the company and another two will remain as consultants. “There has been some reshuffling but we’ve maintained goodwill,” says Chapman. “This is all very exciting. It’s what I’ve always wanted.”

Chapman’s glee and energy over the new role is palpable. He is eager to take Davies through an ambitious growth plan, while maintaining the culture that its clients have come to respect.

“We will continue to be heavily focused on adjusting but we want to add on some more ancillary areas,” he says. “With this access to corporate funding we want to develop new products. Our investors are keen to see this business develop.”

The key focus for Chapman is growth. He says he wants to see the current turnover of £25m double over the next three years and to eventually replace Crawford and Company as the second largest loss adjuster in the country.

He says: “The business will grow organically, but when opportunities present themselves, we will seek strategic acquisitions.”

Chapman says Davies will be looking to acquire other adjusters that can help the company gain strength in key areas. An MBO is a somewhat rare move in the loss adjusting market which has so far avoided the consolidation frenzy that seems to have captivated other areas of the insurance industry. With the exception of AMG’s acquisition of Carr Greenwood Smith and Sigma there has been little activity of adjusters buying adjusters.

“I don’t see massive amounts of real consolidation starting to take place in the market, but we may see more joining-up of niche areas,” says Chapman.

But Davies is willing to become a sort of trail-blazer in that regard, if the opportunity and the price were right.

“In order to be a top player, we need to offer a broad range of services. Our goal is to become a much more prominent player in the market than we are today. I would be very disappointed if we weren’t double the size in the next three years.

He concludes: “This is a fantastic thing for this company, it really needed it.” IT will continue to be heavily focused on adjusting but we want to add on some more ancillary areas,” he said. “With this access to corporate funding we want to develop new products. Our investors are keen to see this business develop.”

The key focus for Chapman is growth. He said he wants to see the current turnover of £25m double over the next three years and to eventually replace Crawford as the second largest loss adjuster in the country.

He says: “The business will grow organically but when opportunities present themselves, we will seek strategic acquisitions.”

Chapman says Davies will be looking to acquire other adjusters that can help the company gain strength in key areas. It is a somewhat rare move in the loss adjusting market that has so far avoided the consolidation frenzy that has captivated other areas of the insurance industry. With the exception of AMG’s acquisition of Carr Greenwood Smith and Sigma there has been little activity of adjusters buying adjusters.

“I don’t see massive amounts of real consolidation starting to take place in the market but we may see more joining up of niche areas,” says Chapman.

But Davies is willing to become somewhat of a trail blazer in that regard, if the opportunity and the price are right.

“In order to be a top player, we need to offer a broad range of services. Our goal is to become a much more prominent player in the market than we are today. I would be very disappointed if we weren’t double the size in the next three years.

He concludes: “This is a fantastic thing for this company, it really needed it.”

Reproduced by kind permission of Insurance Times.

MBO at Davies is next stage of evolution for leading loss adjusters.
03 March 2008 16:31
3 March 2008, London - A £27 million management buyout of Davies Chartered Loss Adjusters, one of the UK's largest providers of loss adjusting and associated claims services, will see the 39-year-old business reorganised and restructured to strengthen its position in the UK insurance market.

Under the terms of the deal announced today and led by existing key management, Davies Chartered Loss Adjusters LLP (DCLA) will cease to trade, being replaced by Davies Group Limited. The buyout also provides an exit for a number of the firm’s partners, including senior partner David Ede who will retire soon after the transaction following 39 years’ service.

Davies Group’s management team will be led by new managing director Mark Chapman, formerly deputy senior partner at DCLA. He will be supported by other key DCLA managers including Adrian Palmer, Les Wright, and Darren Coombes. In addition, Mark Molyneux, a former managing partner at Ernst & Young, will join the team as chairman.

The buyout has been backed by private equity firm LDC, which is taking a majority shareholding. Ongoing management will retain a substantial stake in the business. Commenting on the changes, new managing director Mark Chapman said:

“The DCLA partnership has evolved successfully over the last 40 years to become one of the leading players in the UK insurance market, but we felt the time was ripe for the next stage in that evolution. This deal represents that next stage; it will lead to a reinvigorated Davies Group able to grow and develop in line with our customers’ needs."

“By introducing a new corporate structure we are bringing a fresh ethos and commercial drive to the firm which will provide the opportunity to continue building on our recent growth."

“In LDC we’ve secured a supportive investor with a long, successful track record of working closely with management teams to take businesses to the next level of success.”

Following the buyout, management and LDC will focus on the development of new specialist products and services that respond to the changing needs of Davies’ clients and the wider insurance industry.

Established in 1968, Davies employs over 400 people and delivers a comprehensive range of claims and fulfillment services through a network of 33 regional offices. The business is headquartered in West London.

In addition to the core adjusting of property claims, the £25 million turnover company has a number of specialist loss adjusting divisions which handle complex claims such as subsidence, liability, construction and engineering and major loss. Davies is also able to provide assistance in fulfilling claims through its contractor and disaster restoration networks.

by robert
Filed under: , ,
CILA Lunch
18 December 2007 16:29

CILA Lunch

The CILA lunch was held in the Hotel Intercontinental Park Lane on 12th October 2007.

Malcolm Edwards presiding president of CILA was host to 600 loss adjusters and invited guests.  Malcolm's brother a past president of the Canadian branch of CILA flew over especially to give the opening speech and paid tribute to Malcolm and the UK branch of CILA.

Davies had 120 invited guests and personnel and the lunch was complete with a superb after dinner speech by Giles Brandreth.

by robert
Filed under:
Davies at BIBA - Making the right selection
14 August 2007 16:50

Davies at the BIBA Conference

Davies exhibited for the first time at the 2007 BIBA conference in EXCEL.  The golfing theme of the Davies stand was offset by the competition we ran over the two days - To guesstimate the value of a number of items of golfing memorabilia.

We are delighted to announce that Martin Allchorne of QBE - Europe won the prize of a weekend for two at the Belfry including, of course a round of golf!  Well done Martin.

by foxy
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