I offered consultancy services to organisations providing services to socially excluded groups. My range of experience means that there are a variety of roles I filled including:Business Development – advice and assistance with tenders, product development and rationalisation of the portfolio of delivered services to ensure sustainability.Programme ManagementChange ManagementImplementation of new services - I have implemented many new services and most recently I provided services to EOS Works Ltd to lead on service delivery for the mobilisation, transitions and transformation phases of their newly purchased Community Rehabilitation Company in Warwickshire and West Mercia which is part of the roll out of the MoJ's Transforming Rehabilitation initiative.Interim management – I have a wide experience of the strategic management of supported housing, criminal justice, employment and training and social care services.Policy analysisEvaluation

I was responsible for business development at 3SC leading on the development of tender responses and business growth

Responsible for the production of Home Group’s tender response to deliver probation services as part of the Transforming Rehabilitation tender.Responsible for developing and managing a large and successful tender writing team developing new business opportunity.Responsible for ensuring tenders are of high quality and that organisational approval is achieved before submission.Working nationally with operational colleagues to develop services and partnerships.Working with senior colleagues nationally to develop organisational policy.Build and maintaining relationships with commissioners.Achievements:o Produced and submitted a complex tender response in response to the MoJ’s Transforming Rehabilitation competition;o Over 40% of tenders successful;o Managed a team that produced more than 100 ITT responses per year;o Won tenders with a value of greater than £20m each year financial year that I managed the tender team.Reason for leaving – I wish to travel less (I have been spending 3 or 4 nights a week in hotels) and would like to find a new challenge.

Evaluation of current provision and scoping of market with a view to developing a strong model and strategic plan for development of the services.Building partnerships with other organisations both within the sector and private sector primes.Tendering for funding and negotiating subcontracts.

Responsible for 100 staff and budgets of £4.5 million• Responsible for monitoring performance and ensuring contract compliance and income generation.• Responsible for maintaining relationships with both commissioners and delivery partners

Responsible for a portfolio of services providing support with housing and employment for offenders both in a prison and community environment.Leading of tender activity for new business.Responsible for monitoring performance and ensuring contract compliance and income generation.Responsible for maintaining relationships with both commissioners and delivery partners.

Responsible for 120 staff and budgets of £6 million.Responsible for ensuring that good budgetary control is maintained and that income targets are met.Managing 5 large hostels and portfolio of shared houses in Camden, liaising with local government and ensuring standards are maintained.Familiar with the commissioning environment and key players in Camden. Responsibility for developing a new scheme: the physical design; design of the delivery model; and agreeing a budget for both revenue costs and initial capital spend. Working to a tight deadline to bring the scheme into management.

Successfully managed 150 staff and budgets of £7 million Responsible for overseeing the management of all of approximately 20 Look Ahead Housing and Care’s young people’s projects Successfully managed and maintained the relationship and contracts with 12 commissioning boroughs.Set clear targets for managers around void reductions, rent arrears and performance. Ensured these targets were achieved through instilling positive focus amongst staff and managers. Oversaw the performance of the projects seeking to optimise their performance through making sure the SP were commissioners satisfied and organisational targets were met. Reviewed performance and kept good communication with managers on service delivery and performanceEnsured compliance with contractual responsibilities. Achieved income targets and ensured that spend does not exceed what is budgeted. The final aspect of this role involved ensuring that the quality of service delivery is maintained, that procedures are followed and that customer comments, suggestions and complaints are acted upon quickly and appropriately.

Managed 100 staff and budgets of £5 million.Responsible for ensuring that good budgetary control is maintained and that income targets are met.Managing 3 large hostels in Camden, liaising with local government and ensuring standards are maintained.Familiar with the commissioning environment and key players in Camden. Responsibility for developing a new scheme: the physical design; design of the delivery model; and agreeing a budget for both revenue costs and initial capital spend.

Leading St. Mungo’s Work and Learning Services, which is one of the organisations 4 operational divisions. Developed St. Mungo’s employment and training strategy and a coherent delivery model.Successfully delivered services to 2000 homeless people a year and supported up to 400 people into work a year.Managed the relationships with partners including: Primes; subcontractors; FE Colleges and a range of ancillary support services. Successful at co-ordinating and writing tenders and winning contracts from DWP, LSC, LDA, CLG, London Councils and LA’s to deliver services both as prime and as subcontractor.Effective at ensuring performance targets both by my own staff and subcontractors having delivered successful programmes for all major funders.Experience of delivering ESF funded services and complying with complex monitoring requirements. A good understanding of audit and inspection approaches and the importance keeping a clear and robust audit trail.Effective at managing income, financial risk and expenditure, ensuring good budgetary control.Responsible for ensuring that there was a set of high quality procedures and practices in place and that staff were managed appropriately. Achieved IIP and Matrix standards and managed the self inspection process for Ofsted and inspection by the Audit Commission. Managed the division through significant change in the external market and economical changes which required a restructuring exercise. Involved in a significant amount of lobbying and campaigning work .High profile role involving policy development at an EU, national, regional and local levels with the opportunity to engage with government on emerging issues and themes. Regular meeting with Ministers to promote the work of the organisation and to seek further governmental support.