Project Planning. Led and was responsible for the delivery of a Ceremonial Project of c400 personnel in direct support HM Queen Elizabeth II’s funeral (OPERATION LONDON BRIDGE). With oversight of all preparations and ensuring all knew the importance of communication, time, and resources throughout, the team were able to perform at the highest level, under extreme pressure and successfully delivered on time and within scope.Workforce/Welfare Support. Responsible for leading and managing a team of c450 personnel and a key member of the Senior Leadership Team with direct access to the head of the organisation. Was responsible for the training and welfare of the organisation to maintain capability levels required. This also included ensuring the technical aspects of the organisation were complete on time and up to policy standards. Continually provided 1-2-1 welfare support including signposting to other departments. The head of discipline, standards, and training. The organisation’s Fire Safety Manager and Trauma risk Management Coordinator.Relationship Management. Developed an omnichannel presence via the military’s internal networking system, “Defence Connect,” implementing as the preferred channel for workforce touchpoints, increasing visibility and engagement by 50% from the previous year.

Operational Planning. Provided life support to the British Army, directing, and coordinating all equipment support, adhering to, refining, and amending policy such as the “Unit Equipment Care Directive” andensuring 100% accuracy for all accountabilities.Change Management. Led and delivered a Transition Project by implementing an electronic system (Microsoft Forms) which reduced the completion time of all internal audits such as weekly, monthly, and quarterly management checks of stores and specialist equipment by 50%.Resource/Equipment Management. Led, managed and responsible for delivering and recovering £1M+ of sensitive equipment to globally deployed teams. This required planning, risk management/mitigation and key Stakeholder engagement to enable free movement of all equipment from the UK to operations and back again.

Workforce Management. Responsible for the delivery and quality assurance of a diverse and challenging curriculum at the prestigious Royal Military Academy Sandhurst to 36 Officer Cadets. Always ensuring the highest standards of leadership and instruction were displayed via “The British Army’s Values and Standards.” Continuous Improvement. Managed a series of continuous improvement strategies derived from training needs analysis. Remedial training and further personal development were the focus when feedback onperformance was given, which resulted in a 98% pass rate of all Officer Cadets.

Leadership. Awarded the Queen’s Commendation for Valuable Service in the 2013 new year’s honours list for effective decision making and dynamic leadership displayed within hostile actions in Afghanistan. Mentoring. Led a specialist team that provided effective mentoring for international partners through the delivery of systematic training procedures, whereby a thorough understanding of the operational barriers were required to maximise capability and guarantee operational continuity. Communication. Effectively used communication to demonstrate empathy and to foster meaningful relationships. Able to encourage a values-based leadership approach at all levels of the partnered force’sorganisational structure and encourage empowerment and accountability within their leadership teams.