It is my role to ensure Sacro make a positive difference to more people across Scotland, through building and maintaining effective networks and relationships with a diverse range of key external stakeholders. It is also with in my remit to explore and identify funding sources, that align with Sacro’s strategic vision, mission and values.I also undertake regular horizon scanning and environmental analysis to ensure that Sacro has a full understanding of the potential for growth, and are equipped to meet the challenges and opportunities that arise.

As a Director of Glasgow Social Enterprise Network (GSEN) board I have taken a pivotal role in shaping the Social Enterprise Strategy for Glasgow in conjunction with Glasgow City Council. I played a key role in GSEN becoming a constituted charity as part of this change in structure I took a lead role in preparing the organisation, ensuring a robust annual business plan was in place, as well as reviewing and revising all policies and procedures to meet the required standards and since June 2017 GSEN have been successfully trading as a charity.

The role is varied and complex, managing the tender process to ensure a high success rate, while also contributing to and influencing the organisation’s growth plan. It is also within my remit to develop new services to respond to changing needs and markets.

It was my role to lead the credit union, through an exciting period of growth and transformation. As part of this I have launched their website, social media channels and a suite of marketing materials, while also implementing both cultural and operational changes. It was also within my remit to ensure the sustainability of the credit union and adhere to the compliance framework in place as a dual regulated financial institution. Tail O’ the Bank Credit is regulated by the Financial Conduct Authority (FCA) and Prudential Regulation Authority (PRA). Tail O’ the Bank Credit Union has a balance sheet of £8.1 million and close to reaching the milestone of 10,000 members. Eight percent, higher than the national average, of the community of Inverclyde are members, making them part of the credit union difference.

In my time as Treasurer for Fares4Free I have utilized my experience to ensure the long-term sustainability of the organization by implementing a three-year business plan and funding strategy while also streamlining polices and procedures and ensuring viability of the charity. In 2019 Fares4Free came second in the National Lottery Good Causes Charity of the Year Awards, the key to this was a successful social media campaign. Fares4Free is a small charity and within my time as Treasurer I have enabled them to grow their grant income from £10,000 in 2016 to receiving over £140,000 in funding in 2020.

Based in Barrhead Pioneer Mutual Credit Union was established in 1993 and I have expanded their common bond to include all those who live or work in a G, PA or ML postcode.It is my role to grow the membership and promote this dynamic community run organisation. This is complex role with a broad range of responsibilities; with a focus on marketing, social media and building strong partnerships across our common bond.Through my efforts Pioneer Mutual have also achieved:• Winner: Community Impact Award at the East Renfrewshire Business Awards2017• Runner Up: Innovative Business of the Year at the All About Barrhead Awards2019• Finalist: Customer Excellence- All About Barrhead Awards March 2020 [thisawarded is through membership nominations]• Winner: Worldwide Finance Awards 2020 - Best Ethical Financial Services NPO– Scotland

I was elected to the Credit Union Expansion Project Board, chaired by Lord Hunt, in late 2016 as a Credit Union Representative, and spent the time advocating for the 35 credit unions and ensuring that their voices are heard. Based on my success in the sector and my leadership skills I was elected by those participating in the project.

Equality Academy is an exciting new venture for GCIL, part funded by the BIG Lottery Fund; which aims to build and expand on the programmes and services developed by Glasgow Centre for Inclusive Living. This will be achieved by combining an employment capacity building programme for disabled people with a training, consultancy, organisational development and market research facility, which will serve the private, public and third sector. It was my role to ensure that GCIL Equality Academy reached its goal of becoming a viable, self sustaining social enterprise, and prior to be leaving the role we were on target to achieve this.The role of Business Co-ordinator was a challenging role with a diverse set of responsibilities.Within my time at the Academy I was at the forefront and the driving force behind the GCIL Equality Academy’s rebrand; which ably demonstrates that not only do I respond positively to change, Ialso initiate change. The rebrand included redesigning and restyling all marketingmaterial, launching and managing their social media presence, and introducing their services to theprivate sector. GCIL Equality Academy aims to be a self-sustaining social enterprise within fiveyears and in order to achieve this I had to develop a robust business plan andmonitoring system to ensure that they stayed on target. As part of the business plan Iset a budget for both expenditure and income generation to ensure that wehad realistic targets and timescales, alongside a strategic product pricing structure.

Due to the size and profile of Sanctuary Scotland Housing Association (SSHA), my department was at the forefront of some of the biggest developments in central Scotland in recent years, and the environment I worked in was fast paced and pressurised. I had to meet tight deadlines and ensure my output was factual as multi-million pound developments could have been derailed or delayed if I was in error. I worked as part of a team but I was equally at ease working on my own and using my own initiative. I had three main roles. One was to support and facilitate the smooth running of the section by organising their environment and workload; which encompassed organising all of the development team’s seminars, training, events and Scottish Government ministerial visits. I was also tasked with ensuring that the development team’s objectives integrated with the Group’s objectives, as well as the Scottish Governments. The second was to set and monitor budgets for current and future housing developments. At the time of my departure SSHA had 11 developments at differing stages – with project costs ranging from £1.8m up to £60m and it was within my remit to ensure that budgets were adhered to, contractors and consultants did not exceed their appointed fee levels, and that the project was successfully managed. The third was deal with the sales and marketing of Sanctuary’s New Supply Shared Equity (NSSE) scheme, a Government funded initiative for first time buyers. Through my engagement with the client, and the excellent customer service that I provided, I have facilitated 203 sales. It was also within my remit to maintain the NSSE website and marketing database, as an extension of this I was also responsible for maintaining their Rightmove pages. I was also involved in the design of the marketing material for NSSE and responsible for writing all the editorials. While also developing and implementing a robust and effective marketing strategy.

• Carry our routine administrative tasks• Collate, compile and distribute all Development literature• Assist in the operation of financial policies and procedures• Provide accurate and timely information to customers