Formed in 2003 by business practitioners from Cranfield University to research and develop processes, tools and future operating models that reflect global best practice. Applying these to help public and private sector commissioners and providers achieve wholescale transformation and identify, deliver and demonstrate significant value for money improvements across individual services and whole organisation project portfolios.

Leading the delivery and expansion of CIPFA's commercial services into current and target public sector markets across the globe. Supporting public sector organisations with all aspects of service delivery and transformation and equipping finance professionals across the public sector with the education and continuing professional development relevant to their roles .

Leading the development and expansion of CIPFA's commercial services including its education, training, consultancy, benchmarking, networks and publications businesses. The focus is on the provision of financial management, governance and service improvement education and support to the public sector.

- Responsible for operational delivery of the Commission’s business across six counties in the East of England, producing fees of £15 million a year. - Led on and contributed to the Commission’s vision, strategic objectives and priorities at both regional and national level.- Direct management of a team of ten district auditors (DAs) and comprehensive area assessment leads (CAALs) and a total workforce of some 130 auditors, specialists and support staff. - Responsible for the timely and efficient delivery of audit and assessment work in a way that satisfies clients, meets quality standards and achieves financial targets. - Forming and preserving effective partnerships with senior stakeholders across clients, partner inspectorates and the government office. - I led the region’s response to the government’s abolition of both comprehensive area assessment and more recently the Commission. This included leading change, supporting and engaging staff and managing large scale redundancies. - Across the Central region, with over 420 staff, I led on people, performance management, workforce planning and managing change. I was a hearing or appeal manager for the most sensitive or complex personal cases, including grievance and capability. - Developed and led delivery of a new strategy for advisory services for the Commission’s Central region, achieving sales of £650,000 for the first six months of 2010/11, more than double the full year sales for the previous year.- I had a lead role in several national projects to deliver more cost effective and efficient ways of working. For example, the acquisition and implementation of a new workforce planning system, a new graduate recruitment scheme, an organisational wide strategy to reduce estate costs by at least £1.8 million and a £1 million procurement of contract audit staff from KPMG. - I invested in continuous professional development and kept a small but influential District Auditor portfolio.

- Engagement lead (appointed external auditor) responsible for a diverse range of clients across Cambridgeshire and Norfolk, including county and district councils, a strategic health authority (SHA), primary care and acute trusts, a police authority and a probation board. Responsible for the delivery of accounts, governance and value for money audits, ensuring compliance with professional auditing standards and the Commission’s quality requirements. - Direct management of a team of up to six audit managers and a total workforce of some 25 staff. Extensive experience of managing sensitive staff issues including under performance.- As Relationship Manager, developing and maintaining effective relationships with chief officers, directors, senior managers, councillors and non-executive directors. This includes regular presentations on the outcomes from our audit and inspection work to senior management teams, boards and committees, handling difficult issues and managing challenging political environments. - Dealing with complex questions and objections to the accounts from members of the public.- As engagement lead for a strategic health authority, led the development of an East of England health audit strategy and chaired audit firm meetings. I also sit on the national SHA auditors group, working with the MD for Health to develop our response to emerging health policy and strategic issues.- Led a number of corporate assessments, essentially root and branch reviews of a council’s corporate performance and capacity for improvement. - Acted as formal and informal mentor and buddy to several other engagement leads and senior colleagues in the organisation.