Responsible for managing a complex business and digital transformation change programme in the Enterprise programme, the longest running programme at The Prince’s Trust. I’m responsible for all aspects of project management, including project scope, governance, stakeholder and relationship engagement, risk and dependency management, decision tracking, managing relationships with third parties, knowledge management and improving ways of working within my teams.Notable projects and… Show more Responsible for managing a complex business and digital transformation change programme in the Enterprise programme, the longest running programme at The Prince’s Trust. I’m responsible for all aspects of project management, including project scope, governance, stakeholder and relationship engagement, risk and dependency management, decision tracking, managing relationships with third parties, knowledge management and improving ways of working within my teams.Notable projects and achievements include: • New Enterprise: Live Project. Invited to project manage the only programme in the Trust to deliver total transformation of the Enterprise programme in parallel to an organisation-wide restructure focused on delivering new business starts. • Enterprise Advance: I successfully managed the creation of a new Enterprise programme creating a support package of 1:1 business planning, specialist workshops, networking opportunities and other support for the first 3 years of trading. Now launched, this programme has enhanced business sustainability, both improving the YP’s chances of survivability, and future-proofing the Trust’s funding opportunities.• Grant Hub: I project managed a £5m project to design, develop and launch the digital Grant Hub, transforming our grant giving process. Since it’s launch in March 2024, over £1.5m of funding has been granted and has now been embedded into BAU. • Enterprise Redesigned: I project managed the redesign of the entire Enterprise funding offer in the Enterprise, collaborating with multi-disciplinary teams to design and deliver 2 new financial products Show less

In 2015 I founded Nonesuch Events, with the mission to create unparalleled project and event management services. The offering quickly expanded, and in addition to managing end-to-end corporate event projects, I manage a variety of IT projects for charities and corporates, marketing campaigns and customer retention programs.Highlights include:Leading London Building Contractor Company: Full website redesign (in progress).Tonic Collective & H.R. Owen: I was responsible… Show more In 2015 I founded Nonesuch Events, with the mission to create unparalleled project and event management services. The offering quickly expanded, and in addition to managing end-to-end corporate event projects, I manage a variety of IT projects for charities and corporates, marketing campaigns and customer retention programs.Highlights include:Leading London Building Contractor Company: Full website redesign (in progress).Tonic Collective & H.R. Owen: I was responsible for managing and executing a portfolio of 20+ luxury car events, marketing campaigns and customer retention programmes for leading supercar retailer H.R.Owen. From high profile global supercar launches (including the 2018 Bentley Continental GT), to brand experiences at large sporting events, I led the pre-event planning, supplier coordination and customer marketing activities in close collaboration with client teams. Good Innovation & The Royal Marsden: I was responsible for pre-event planning and onsite management of The Marsden Mysteries, an event designed to extend the success of the Marsden March fundraising walk. The event exceeded fundraising goals and received glowing reviews from participants, resulting in the concept being developed for global licensing by other charities. Good Innovation & The Royal British Legion: I led the creation of a ‘service safari’ to facilitate The Royal British Legion in brainstorming and create a concept for a new children’s service. Show less

At ICAP I worked across Business Change as PMO Analyst and IT Infrastructure as PMO Lead and was responsible for:- Embedding procedures within both the Business Change and IT Infrastructure team, monitoring governance framework and training team members- Onboarding team members- Embedding clear processes and workflows for the project life cycle in line with P3O learnings. - Working with the Global Head of Change Management and Global Head of Business Infrastructure in the… Show more At ICAP I worked across Business Change as PMO Analyst and IT Infrastructure as PMO Lead and was responsible for:- Embedding procedures within both the Business Change and IT Infrastructure team, monitoring governance framework and training team members- Onboarding team members- Embedding clear processes and workflows for the project life cycle in line with P3O learnings. - Working with the Global Head of Change Management and Global Head of Business Infrastructure in the project prioritisation process which steered the programme planning. By gathering vital project information from all lead stakeholders, we had a dynamic project prioritisation report which would be assessed and updated weekly- Upgrading the PMO tools in place for the IT Infrastructure team- KPI and MI reporting to senior global stakeholders, including project health. The data was drawn on a weekly basis from the internal PMO dashboard and presented in several formats including an executive summary dashboard at the end of each month which was a visual overview scorecard for quick reference. - Managing stakeholder meetings including meeting content and comms- Risk management: relaying cross project dependencies, capacity issues and risks between project managers and senior stakeholders- Requirements gathering and briefings for a new PPM tool- Managing the project budget overview, a working document which reported the financial status of all live and on hold projects (this was upward of 25 projects at any one time) Qualifications acquired whist at ICAP- P30 (Portfolio, programme and project offices): Foundation and practitioner- PRINCE2 (Projects in a controlled environment): Foundation and practitioner- Excel level 2 Show less

At CL Events, I had responsibility for shaping and delivering a portfolio of events from conception to completion. My role involved:- Business Development: Including pitching and winning new projects from both new and existing clients - Account Management: Managing relationships with clients and third parties - Event Management: Pre event coordination, on site event management, third party supplier management, print coordination and post event consolidation- Line managing… Show more At CL Events, I had responsibility for shaping and delivering a portfolio of events from conception to completion. My role involved:- Business Development: Including pitching and winning new projects from both new and existing clients - Account Management: Managing relationships with clients and third parties - Event Management: Pre event coordination, on site event management, third party supplier management, print coordination and post event consolidation- Line managing the Event Coordinator and interns Events managed include; ‐ IEBA Conference: Attended by over 150 Employee Benefits professionals in Brussels ‐ CIPA Annual Congress: Attended by over 250 high profile patent attorneys ‐ Railway Ball: An annual ball held in aid of the Railway Children for over 1,200 senior figures in the Rail Industry, raising over £250,000 on the night for the Railway Children Charity ‐ ActionCOACH: Venue finding for the entire ActionCOACH conference and seminar portfolio Show less

Working predominately on the Sky Arts Campaign, I managed festival tents at both the Brighton Festival and Hay Literature Festival and their full line up of workshops, musical and spoken word acts.

Working autonomously as the point of contact for new and existing clients. In charge of each project’s critical path from pitching, initiation and scoping requirements, to executing the project, followed by review and evaluation. My clients varied from SMEs to C‐Suite executives at large corporations such as PayPal and Jaguar.