• Recruited, managed and ensured embedded development of a team of four training assessors in a fast paced, 24/7 food manufacturing environment • Planning, developing and delivering training plans. • Assessing and developing the training assessors. • Conducting training gap analysis, assessing site needs and delivering timely action plans. • Moving the site forward from training KPIs to 100%. • Attending weekly Site Leadership team meetings and advising training KPIs, highlighting issues and proposed remedial actions to Site Director and HR Manager. • Ensuring site is 100% compliant with mandatory and standard operator procedures. • Building and maintaining relationships with key stakeholders. • Implementing apprenticeship schemes working alongside the local universities. • Moving site forward from excel spreadsheets to intellectual database (Papaya). • Liaising and coordinating with external companies. • Supported site shift patterns changes. • Delivery of Food safety and induction refresher reports for group level. • Responsible for controlling and managing the training budget. • Lead training element of BRC and Customer Audits, ensuring 0% non-compliances. • Developed relationships with local authorities to promote Movement to Work for various groups

As a Community First Responder I am responsible for reacting to medical emergency 999 calls whilst the Ambulance Service are on their way. Due to living in a rural area this can take up to a couple of hours. This is a voluntary role.

As Team leader for a small group of trainers I am responsible for the planning, organising, delivering and analysis of training for a unit of over 650 Officers and Soldiers, on a plethora of communications equipment. I also hold regular team meetings to discuss "lessons learnt" and ways to improve the learners experience. We use a variety of methods including in-validations, ex-validations and learner suggestions.

As the Manager of a team of 12 people, I was accountable to the CEO, where I would have to give regular updates on the readiness and capability of the unit. In order to do this I would have to liaise with a diverse group of people from a range of backgrounds, cultures, beliefs and social circles. I was also responsible for the administration my team, this involved training, welfare, discipline and example setting.

As stores manager I was responsible for the serviceability and security of over £6m of communications equipment. I would do this by managing my diverse team of specialists and implementing regular managerial checks. As new people joined my team I would ensure that they were correctly inducted, this would include H&S training, communications equipment familiarisation and peer mentoring.

As team leader I was responsible for the day to day leadership and management of 12 people. This involved developing training programmes to improve the teams capability. The training would consist of communications equipment, vehicle servicing and scheduling, cultural awareness and combat fitness. At all stages I would ensure that I lead by example to be an inspirational leader, rather than an autocratic leader.