I am a fully accredited Youth MHFA trainer. Youth MHFA is designed for busy professionals, teachers, community workers or youth leaders or parents. The courses are for everyone who works with, lives with or supports young people aged 8-18. They will teach attendees the skills and confidence to spot the signs of mental health issues in a young person, offer first aid and guide them towards the support they need. In doing so, a young person’s recovery can be speeded up and stop a mental health issue from getting worse. But more than that, we aim to give attendees the information and skills to look after your own mental health so that they can set an example for young people.

Mindspan Global is a proven cognitive-based training company that develops people and the organisations they work for to achieve higher levels of performance and fulfilment. Business success is intrinsically linked to investing more in improving the attitude and mind-set of people, helping them to improve their personal and business performance by unlocking the potential within each individual.Mindspan has been working in the field of psychological performance for over 18 years now with a very skilled team. This has taken us all over Europe into the public sector, private sector and sport working with a diverse range of clients including...British AirwaysNHSPoliceThe Premier LeagueVolvo

Vice Chair of Trustees and Chair of Operational Advisory Group

From early 2014 my role was to develop and lead the housing and neighbourhood service for emh homes (North). I provided top class customer service through tackling anti-social behaviour, improving neighbourhood services, and working in partnership. I achieved success in respect of customer service with many complements and a much lower level of complaints compared to other parts of the organisation. In addition I turned around poor voids performance to achieve and exceed targets.

My role was to drive up customer service achieving the best possible standards. I was responsible for the Customer Contact Centre, Facilities, Complaints, Resident Involvement and Community Engagement, and Voids and Allocations. I ensured staff attended customer service training, improved complaints handling, and improved the response to calls from customers.For an interim period between May and September 2013 I took on the role of Acting Head of Three Valleys Housing. I was responsible for overseeing Customer Services, Community Services and Asset Management, and ensuring all areas worked as one team to deliver a good service

Head of Professional Standards responsible for Complaints, Anti Corruption, Data Protection and Vetting. My role was to ensure the highest possible standards of behaviour for over 3,000 staff, through ensuring consistency of internal investigations, and enhancing the trust and confidence of the public of Leicester, Leicestershire and Rutland.

As Force strategic lead for Missing Persons issues I was instrumental in service improvements that ensured Leicestershire Police were awarded an ‘excellent’ grading by HMIC when they inspected all police forces. Leicestershire was the only police force in the country to achieve this high rating. I subsequently received a Chief Constables Commendation for my achievements and determination both locally and nationally to improve the investigation and management of missing persons cases.

I oversaw a number of organisational changes as we moved towards achieving savings targets and a new regional model of delivery

As Director of Service Excellence I was responsible for driving up all aspects of user satisfaction and confidence. In short timescales I was able to achieve a 10% improvement in satisfaction rates for a range of victims of crime and anti-social behaviour. I led the team responsible for implementing the Policing Pledge (a series of service standards) to a very high standard which subsequently achieved the top grading in the Country in the 2009 HMIC Inspection of all Police Forces.

Responsible for 200 staff and a range of complex processes I completely refreshed Departmental and senior management structures and processes. This involved multiple stakeholders from different agencies. I Introduced new performance regime and delivered success around identification performance issues for the first time ever.

As Head of the Police call centre I was responsible for over 250 staff managing over 1 million calls per year including 150,000 emergencies and 100,000 crimes. During this time I introduced the National Standard for Incident Recording to the organisation and assisted the Home Office with implementing this across the country. I introduced a healthy policing strategy and a staff council, thereby increasing staff motivation and morale. Despite increasing demand I reduced sickness levels and achieved significant performance improvements with call answering times (nearly 9,000 more calls answered within target) and increased customer satisfaction