Accountable for the delivery of projects and initiatives that respond to the evolving world of work. IOPP’s engagement practice lead with responsibility for providing hybrid working experiences, technology, and support for our global workforce so they can always work at their best. Improving HX (human experience) whether we choose to work synchronously or asynchronously, and whether we work alone or together.

2017-2019: Digital Delivery Lead for IOPP's JATS/BITS Content Model program - a digital transformation role with Scrum Master, business analysis and project management skills - covering the redevelopment of our XML schema across all books, journals, articles and Version of Record manuscripts content.2020: Digital Delivery Lead for IOPP's implementation of SharePoint across its global operations.2021: Digital Delivery Lead for IOPP's O365/Power Platform 'modern digital working' and cyber security program.

A member of the charity's senior leadership team, responsible for leading the improvement of operational systems, processes and policies including management reporting, data analysis, resource planning and information flow across the business. Reporting to the Director of Delivery, this was a critical role servicing the Delivery, Finance & HR, and Business & Innovation directorates by:- Developing processes, routines and systems to ensure seamless delivery from bid stage through to delivery stage and onwards to project close- Developing routines to build accurate costings at bid stage- Programme management of sales pipeline and operations- Quality and Audit- Resource planning and resource trackingSelected highlights:• Designed a sales costing and pricing tool that enabled a comprehensive analysis of resource requirement, margin and cost types. This meant a significant reduction in duplication and manual handling and the information produced could be used in both a sales and service delivery context.• Commissioned and managed a Time Tracker – a simple time logging tool that was very simple to use at a staff level, but which could provide detailed analysis of time spent in various activities. The output from this tracker was a key analysis tool used at our Leadership meetings to inform resourcing strategy• Developed a Capacity Plan to enable a proactive analysis of staff availability, which meant that project scheduling is optimised. • Supported the Director of Business Development on the development of key workflows including a pricing policy, ‘Business Development Gateway’ and ‘Product Management Lifecycle’• Developed a routine for the specification of business proposals (‘Proposal Narrative’), which improved collaboration between delivery teams and ensured that proposals were deliverable (not ‘over-promised’) and accurately specified.

As a Trustee, responsible for contributing to and approving our strategy, monitoring policies, ensuring compliance with our governance document, ensuring compliance with the law, ensuring we maintain proper fiscal oversight and that we remain effective in terms of Board performance.

A member of the senior leadership team responsible for the organisation’s project delivery approach using fit-for-purpose methodologies such as PRINCE2, Scrum and Kanban. Also responsible for recommending and embedding appropriate tools for use across the business by both qualified project managers and novice virtual project team members.• Designed and led a project delivery strategy, ensuring robust delivery of a portfolio of projects. These range in size from £10k to £3m per project, ensuring all projects (circa 15-20 delivered concurrently) were delivered smoothly and effectively with a focus on stakeholder management, resource planning, risks and issues management, budget tracking and Board reporting• Provided leadership and mentoring to a team of project managers (including permanent staff and fixed term contractors), and provided inspiration and guidance to associate project team members from teams across a matrix-managed business• Project-managed large, strategic projects (NHS Widening Digital Participation and BIS Future Digital Inclusion) valued at £2.7m and £15m respectively• Embedded collaborative project delivery tools such including Trello and Basecamp

A member of OCF's senior leadership team, I am directly responsible for the development of OCF's project strategy and robust delivery of the organisation's project plans ensuring the wide ranging and diverse projects (service delivery, technical, strategic) are delivered successfully and underpinned with clear and consistent support from the entire business. Key in making sure new projects are brought into the organisation smoothly and effectively.

Responsible for developing bids and proposals for new projects, identifying and securing new opportunities for our network of centres to enhance their delivery and facilitate strategic partnerships in line with business objectives• Led the development of a wide variety of bids to organisations such as Big Lottery Fund, Comic Relief, Niace, Ufi Charitable Trust, Nesta, HMRC, and Dept for Communities and Local Government• Created key processes and document flows to improve transparency and efficiency of the funding and partnerships role (e.g. Income Generation Log, agile bid development via the Funding Outline process)• Delivered a range of projects that improved productivity (e.g. GAP online application and payment process) and distributed funding (e.g. ELMO ‘Enabling 1M Online’ and PITO ‘Pass IT On’ grant funding) to hundreds of centres nationwide• Member of the Barnsley Metropolitan Borough Council’s Steering Group to design a council-wide initiative called ‘Totally Online Barnsley’ to enable 100% of its citizens to have access to and use of the internet

Responsible for developing bids and proposals for new projects, identifying and securing new opportunities for our network of centres to enhance their delivery and facilitate strategic partnerships in line with business objectives• Led the development of a wide variety of bids to organisations such as Big Lottery Fund, Comic Relief, Niace, Ufi Charitable Trust, Nesta, HMRC, and Dept for Communities and Local Government• Created key processes and document flows to improve transparency and efficiency of the funding and partnerships role (e.g. Income Generation Log, agile bid development via the Funding Outline process)• Delivered a range of projects that improved productivity (e.g. GAP online application and payment process) and distributed funding (e.g. ELMO ‘Enabling 1M Online’ and PITO ‘Pass IT On’ grant funding) to hundreds of centres nationwide• Member of the Barnsley Metropolitan Borough Council’s Steering Group to design a council-wide initiative called ‘Totally Online Barnsley’ to enable 100% of its citizens to have access to and use of the internet

Responsible for the performance management and target delivery of all South West regional UK online centres, the selection and allocation of funding, project management of key initiatives, quality assurance and risk management, data reporting, development of key systems and processes, delivery of staff training, providing effective support and communication to the UK online centres (including monitoring and feeding back on that provided by central Ufi teams), ensuring Regional Performance Managers responsible for the contract management of dual branded learndirect/UK online centres are given all the support and information necessary to effectively work with these centres, working closely with the appropriate Regional Partnership Manager to ensure they have the support and information required regarding UK online and e-service delivery across the region.

Responsible for the delivery of key projects within the organisation, providing strategic support to the CEO and the operational planning of company-wide initiatives.• Designed and implemented a simplified and flexible project management methodology that was agile to the needs of this fast-growing business using PRINCE2 principles• Led an interdepartmental process review and its subsequent redesign for the provisioning of a key product for the business (called MPLS). The deployment resulted in an 18-day improvement in the implementation timeline which improved both client and customer satisfaction as a result• Project-managed a number of high profile projects on behalf of the CEO including:--> A customer experience project (called Living the Brand) that galvanized the business to understand every touch point with its customers and stakeholders. This project received praise from the CEO for its pragmatic and practical delivery approach--> Design and production of the organisation’s Operating Plan report --> Design and production of the Star Executive Board Report --> Churn Review (a project to identify why some customers were leaving and facilitate a recommended Action Plan)--> Design of a Product Management Lifecycle methodology--> Design, launch and promotion of a sales campaign--> Management of a Team Leader ForumTransferable skills: project management, strategic planning, business process design, change management, team and virtual team management, coaching, training, report writing, risk analysis, product management.

Responsible for the account management of AOL’s call centre outsourcing enterprise via a c.300 head centre in Airdrie, Scotland, • Led the site growth from 40 heads to 300 heads in nine months ensuring no degradation in performance of this new customer contact site when compared to existing fully operational sites which were online at that time• Designed an analysis tool to forecast ‘run rates’, team productivity and capacity in order to plan headcount requirements in a timely and controlled mannerTransferable skills: team management, managing managers, escalation management, strategy, data analysis, account management, interviewing, coaching, training, appraising, personnel development, disciplinary management, report writing, negotiating and influencing

Responsible for the management of 25 technical and sales & billing contact centre personnel.Transferable skills: team management, escalation management, data analysis, interviewing, appraising, personnel development, disciplinary management, letter writing, report writing, negotiating and influencing

Responsible for the management and resolution of customer complaints plus the liaison between CompuServe and regulatory bodies and law enforcement agenciesTransferable skills: team management, escalation management, data analysis, letter writing, report writing

I was responsible for the management of all sales and service delivery for this 15-man company.Transferable skills: team management, data analysis, interviewing, appraising, personnel development, disciplinary management, letter writing, report writing

I was responsible for the management of all branch sales and service delivery for this 60-man company.Transferable skills: team management, data analysis, interviewing, appraising, personnel development, disciplinary management, letter writing, report writing, negotiating & influencing

This was an administrative role processing paperwork in respect of members’ pension contributions.Transferable skills: administration, letter writing, report writing, data entry.