As a Senior Policy Advisor within the National Security team embedded in the Cabinet Secretariat, I provided policy advice to central government. The objective of my team was to assist the Cabinet Secretary, National Security Advisor and Prime Minister’s International Affairs Advisor in the development and delivery of UK Foreign & National Security Policy. A fast-paced, demanding role which involved providing expert advice on all matters relating to European Security and Defence; focussed on NATO, the Baltics, the Eastern Mediterranean and Euro-Atlantic. The role also involved working in multi-disciplinary teams to respond to emerging foreign policy crises. Success in the role relied on the ability to build strong and useful cross-Government networks and work with others in high pressure situations.

A temporary secondment to the Civil Contingencies Secretariat to work on the UK’s domestic response during the CV-19 crises. A challenging role, focussed on operationalising developing policy in the delicate area of death management. A whirlwind 9 weeks - leading a small team - to provide central Government support to Local Authorities at a crucial time in our national story. Responsible for the day-to-day operations of the Excess Deaths unit, including the placement of large (multi-million) contracts to ensure local responders got what they needed, when they needed it.

This was one of my most demanding roles. I provided operational logistic and crisis response advice to the UK’s Combined Joint Force Commander. The role involved work across North Africa, the Caribbean and South East Asia. I learnt how Government works in a time of crisis; and provided advice and support to the Foreign and Commonwealth Office crisis management department. The role required lots of international travel, often at extremely short notice. Highlights included crisis planning in Tunisia, assisting Britons after the 2017 Hurricanes and leading on work in South East Asia at the height of the North Korea crisis. In my first 12 months I flew over 100,000 KMs and worked closely with Government security services; the Department for International Development and Defence Intelligence. The role was fast paced - at the heart of the UK’s crisis response capability.

A varied and demanding role responsible for the training, policy and professional standards of the Navy's Logistics Officers and sailors. Responsible for the Governance, assurance and compliance policy across all of the Navy’s logistic disciplines; including the setting of the training needs necessary to assist the Navy with its operational requirements. The role included working with senior colleagues and technical experts to drive my initiatives forward - all aimed at improving the efficiency and working environment of the Navy's logisticians. I managed a team of 7 mid-level staff; and was often presented my findings to senior Directors.

Head of the Logistics team, Crisis Manager and Public Relations lead onboard a state-of-the art, world class air defence Destroyer. Building on similar roles I was responsible for a team of 34 to support the ship worldwide. This included operating at reach as far away as South Georgia, the Falklands, West Africa and the Caribbean. A challenging role that required the job holder to plan, think ahead and stay reactive to change!

Personal Assistant and Private Secretary to a member of the Navy Board. I provided secretarial support, including coordination of 40 members of staff. This was a demanding role; I worked at pace and often had to think on my feet. My success rested on my ability to build a strong and supportive network across Government. I needed to be calm under pressure - my operational experience meant I had the skills necessary to tackle such challenges head on. I was well organised, could prioritise and did well. Able to see the bigger picture, I worked with senior colleagues to ensure my principal’s strategic-level policy objectives were implemented to meet the Navy’s strategic ambitions.

I was the lead logistics trainer, responsible for the operational improvement of a small Coast Guard in another country. A place of strategic importance to the security of the UK. The role took place in an austere and complex security environment at a particularly dangerous time. It involved both risk and rigour; I was personally responsible for the safety of my team. A practical appreciation and understanding of the local culture and customs was essential, while adhering to stringent UK regulations and professional practice standards.

I was the Logistics Officer onboard HMS SCOTT, a one of a kind ocean going survey and hydrographic ship. As the Manager and Head of Department, I was responsible for meeting all the logistic and support needs of the ship wherever we happened to be in the world. This included operating at great distances from the UK and the nearest port – we sailed as far as Antarctica, South America and West Africa. I was part of the senior management team liaising with businesses and support authorities outside of the military to ensure the ship met its tasks. The role included leadership of the Ship’s crisis team, trained to handle any emergency situation. I managed a team of 17 people to help the Commanding Officer to achieve all of this.

Manager and Head of Department for small team of logisticians and engineers. I was responsible for logistic support needed to ensure the operational effectiveness of a combat helicopter squadron. This was a challenging role. The Squadron was pressed hard to deliver on two demanding tours of duty (Iraq and Afghanistan) and four training exercises worldwide. I was required to work at pace, using my planning and leadership skills to support the Commanding Officer to achieve our missions and tasks. I managed a multidisciplinary team of 14 people to meet these demands. Together, we provided the expertise in: supply chain, catering, Human Resources, finance, legal, operational delivery; and broader logistic support. I was a member of the senior management team at the heart of our decision making process. A demanding role, that took me from Hyères to Helmand, Basra, Arizona, Norway and Denmark. My efforts in Afghanistan were recognised in the 2008 operational honours and awards list.

I worked directly for the Director of a large, multidiscipline organisation. The Maritime Warfare Centre, is responsible for the development of the policy, procedures and data analysis needed to give the Royal Navy its war-fighting advantage. I was part of a team of over 100 staff and personally managed 6 team members, which included military staff and civil servants. Good with people, and comfortable building an effective network, I used my connections with military officers, scientists, analysts and contractors to help the Director with the running of this complex organisation. I lead on three areas of the work: private secretary support to the Director; the organisation’s Human Resources; and, Team Coordinator to ensure the output of all staff was in support of the Director’s aims and objectives.