Delivered consultancy to universities and “for-profit” training organisations. Projects included preparations for quality and standards reviews, governance reviews and Regulatory registration.Able to apply more than 25 years of experience of leadership and management within the Education sector, acquired from holding c-suite roles, including Deputy Vice-Chancellor and Pro Vice-Chancellor roles, in four Universities. Other skills gained from commercial consultancy, include undertaking search, talent development (team and individual), coaching and advisory work, in commercial and education sectors.I am practised at operating in dynamic political environments. I have been a sector representative at national level on topics that include research, student employability, information governance and HE sector reconfiguration. I have delivered B2B engagement and have led Marketing, Media & PR and Fundraising teams. I offer considerable knowledge and experience of school governance including the leadership of Multi-Academy Trusts. I am a Director and Trustee (and the former founding Chair) of an eight-school Multi-Academy Trust, having played a pivotal role in its formation and development.I hold a Chair (Professor) in Higher Education Administration.Former Clients include: Kings College London; Leeds Trinity University; University of South Wales; Derby University; Cardiff & Vale College; Inchbald School of Design; CAE Oxford; Canterbury Christchurch University; Wrexham-Glyndwr University; Staffordshire University Multiacademy Trust;

Providing strategic leadership and management of the University's systems, processes and policies, that safeguard governance, academic standards and quality. Transformation work has included leading the re-engineering of key quality processes that underpin assurance (validation, periodic review, continual monitoring), as well as the enhancement of the deliberative structures and student representation system. Organisational cultural shift has underpinned the approach. A further significant element of the role has been to lead on aspects of, and contribute to, the wider business continuity and operations in response to the COVID-19 pandemic.

I developed an Education Practice at this boutique Leadership Consultancy. My main focus was supporting Universities, Colleges, MATs and other educational providers identify and appoint the right leadership talent. Having managed multi-disciplinary teams operating across single and multi-sites, I offered considerable knowledge of leading and supporting teams through change and transformation. I supported clients by drawing upon the wealth of experience gained from working in partnerships with research organisations, employers, HE, FE, Alternative Providers and other international education establishments.

I provided consultancy services to businesses and non-education sector organisations advising on interactions with Universities and other education providers. This included specialist strategic and operational advice and leadership support to Universities, Alternative Providers (For Profit) Colleges, Academies and Schools.

Deputy CEO role and member of an Executive team of 5 reporting to the Vice-Chancellor (CEO). Responsible to a Board of Governors for strategic leadership, management and performance of University [c.£116m turnover; 1,400 staff; 15,000+students]. My portfolio included: • Leadership and management of marketing & PR and external relations [50 staff, £3m budget]. Repositioned brand profile and embedded into communications (raised recruitment campaign awareness from 7% to 21%). Accelerated marketing strategy to digital platforms;• Development of strategic, business and commercial relationships generating new income streams and infrastructure investment. Increased philanthropic fundraising from £60k to c£500k in 18 months; developed strategic business links with LEP and regional and national companies; led skills agenda; managed incubation facilities to support business start-ups; • Strategic leadership of research & development [450 staff, £2m investment budget]. Implemented new investment strategy, reconfigured research teams to strengthen accountability and enhance interdisciplinary working. Restructured R&D support to enhance external income capture [40 staff, £1m operating budget]; • International recruitment strategy to drive growth in new territories and close high risk /low performing areas. Established commercial partner relationship to support delivery;• Ambassadorial & external representation. Led corporate communications and interfaced with politicians, civil servants, sector bodies, businesses, Stoke City Council, Chambers of Commerce, LEP and media (TV, radio, newsprint).• Leadership of corporate projects: employability, immigration compliance; business continuity and disaster recovery; compulsory school education (MATs).

I held a Deputy CEO and COO role, and was awarded a Personal Chair, as a Professor of Higher Education Administration. I held responsibility for developing institutional strategy and the day to day operational management of University. -Leadership and management of key corporate services, including : Corporate Governance, Registry, HR, IT & Learning Resources, Student Welfare, Research & Development, Health & Safety.-Leadership and management responsibility for Faculty Deans.-Responsible for Quality Assurance & Enhancement and delivered successful QAA Education Review.-Regular ambassadorial and external representative duties, including media.-Leadership of wide range of corporate projects , which included a successful Research Excellence Framework outcome.-Significant experience of working within a political and regulatory environment.-Significant experience of immigration (Tier 2&4) compliance-Significant experience of corporate governance (Board, Strategy & Finance, Audit, Remuneration & Nomination).

I was the lead academic administrator at university, and was responsible for leading, developing and managing the key services that supported academic endeavour.These services included Schools and College relationships, recruitment and admissions (UK and International) registry and records management, quality assurance, library services, research and enterprise.

Reporting directly to VC/CEO, I was recruited to establish a new Strategic Planning function and Special Project team that support strategic level initiatives. Responsible for driving corporate-level initiatives I :-Developed two Corporate Plans. -Introduced Risk Management Governance arrangements.-Project managed 2-year strategic restructuring programme, working directly with CEO.

I held various roles that:• Provided strategic and operational advice on institutional research strategies, which delivered reputational and c20% financial improvement in national assessment audit;• Managed functional service teams [5-20staff] that increased postgraduate student recruitment (UK and overseas) and established and delivered postgraduate training skills; • Implemented a new in-house information system to manage postgraduate recruitment. Shifted from paper to e-based admissions system; introduced service delivery standards