Leading the team responsible for the development of the business model which will underpin the UK's carbon capture transport and storage strategy.• Developing the TRI-Model - include 2 published business updates and draft heads of terms. This work sets the basis for negotiating the economic licence and supporting contracts which will deliver private sector investment in T&S infrastructure.• Developing commercial positions for the economic licence and revenue support agreement which will appropriately apportion risk between government and T&S companies and deliver value for money for government. This includes working closely with economic, legal and technical advisers, as well as supporting government bodies (Ofgem, NSTA) to ensure positions are robust.• Direct engagement with the 2 T&S Companies government has selected to in the further development of the economic licence and revenue support agreement, this includes strategic thinking about how best to present policy positions ahead of negotiations.• Securing relevant internal approvals for the TRI-model from Ministers and HMT by provide clear, evidence-based advice.• Leading the team developing the legislation needed for CCUS T&S (part of the Energy Bill 2022)• Overseeing development of charging arrangement which will form part of the CCS Network Code, currently being developed with industry and T&S companies.• Managing a team of 10 direct reports, I have implemented a number of processes which have improved the quality of team outputs and fostered the professional development of my team.• Managing delivery from external expert advisers (legal, economic, technical).

Leading the team responsible for ensuring HMG's guarantee to continue funding science and innovation funding in the event of a No Deal Brexit is delivered (c.£3b in funding across 10,000 participants)• Leading the development of BEIS’s policy requirements for the effective delivery of the Government’s Guarantee Funding under tight time-frames and high levels of political interest. • Leading cross-department and cross-Whitehall delivery planning discussions;• Line managing a team of five and responsibility for project team 15 people from across the directorate;• Providing clear direction to UK Research and Innovation (UKRI), the body responsible for delivering funding to beneficiaries on behalf of the Government, • Developing and leading BEIS’s communications strategy the Guarantee funding, including managing online messaging, press releases and representing the department at external stakeholder events;• Briefing Senior Leadership and Ministers on project delivery and external engagement plans • Ensuring accurate reporting of project progress and risks both within the department and to DExEU • Lobby HMT to ensure Guarantee Funding was extended to a small subset of UK participants that could have been excluded from Horizon 2020 even with irrespective of the brexit deal being agreed.

I work with CSL’s senior management, commercial and operational teams to develop the company’s strategies for responding to emerging regulatory issues. My capacity to understanding of the business’s commercial needs and ability to work constructively with internal stakeholders, UK and EU regulatory agencies and industry associations, have allowed me to deliver a number of critical outcomes for CSL. These include: - Gaining Competition and Markets Authority approval to first amend and subsequently remove statutory rules governing CSL’s commercial operations. These changes allowed CSL to manage challenging operational conditions and significantly reduce its financial exposure and costs.- Gaining Ofgem approval for changes to CSL’s commercial contracts for selling its products which allowed CSL to offer a broader range of services to its customers and ensure continuing compliance with changing regulatory requirements.- Managing internal cross discipline teams to develop and implement policies for that both work with business processes and deliver regulatory compliance. - Securing changes to the industry codes governing the gas transmission network which delivered CSL substantial cost savings. My work within CSL has been recognised with a number of company awards. I was also placed on the company’s leadership program.Key skills include: stakeholder management; analysing commercial and operational data; drafting consultation documents and submissions; project management; presentation skills; understanding UK/EU regulatory environment; interpreting legislation; managing external contractors.

Signol is a start-up business. It offers a Software as a Service platform which seeks to reduce emission, increase profitability and employee well-being through stimulating sustained behavioural change. Working on a part-time basis, I provided strategic business advice and analytical support for developing the company’s business case and five-year plan, which were used to secure a significant amount of seed funding from FTSE Top 50 company.

My primary responsibility was to develop guidance to assist gas storage system operators (SSOs) comply with new legislative provisions stemming from EU legislative requirements for providing third party access. This involved interpreting legislation as well as the competitiveness of the gas market and the appropriateness of prevailing access arrangements so that I could provide directions that would facilitate transparent and non-discriminatory access arrangements. This work has involved a great deal of work with stakeholders as well as interaction with the European Commission and the European Energy Regulators (ERGEG) and the Government (DECC). I also chaired the Demand Side Working Group, which is an industry stakeholder group that primarily considers reforms to the rules governing the energy markets in order to remove barriers to demand side response. I have managed to increase industry interest in this group since becoming the chair.I also worked of differences in gas quality between GB and continental Europe. One of my key outputs has been the running an industry workshop to discuss issues associated with barrier to investment in gas processing facilities.

I wrote the chapter on regulating security sensitive ammonium nitrate (SSAN) for the Review of the Regulation of the Plastics and Chemicals Industry. To do this, I assessed the efficiency of existing arrangements for SSAN, taking into account the requirement to achieve the Government’s national security outcomes, by comparing the existing regulatory framework against agreed policy statement supporting the development of the framework. I found the SSAN regulation in Australia to be seriously lacking, in that they were imposing unnecessary costs on business. I proposed a range of measures to improve the existing regulations arrangements in the different Australian jurisdictions. These recommendations were subsequently endorsed by the Council of Australian Governments.In completing this task I had to research the relevant literature on the security risks, consider international approaches to regulation and liaise extensively with other government agencies and industry stakeholders.

Deliverables included:• drafting advice on the economic merits of developing a state-run insurance scheme to provide lifetime care to those individuals who are catastrophically injured. The Government has since introduced this scheme• managing a review of hypothecation arrangements, which was one of the Treasurer’s 2005-06 Budget Submissions. Provided critical analysis of the different taxation redistribution arrangements and taxation proposals. This resulted in hypothecated funds being returned to general revenues• co-ordinating the Governments briefing materials for Council of Australian Governments – Treasurers meetings• drafting a comprehensive report considering an economically rational and pragmatic framework of how the Government should allocate the cost of goods that may have both public and private benefits.