Management of a culturally diverse team of 20 people to ensure all airfield facilities are prepared and available to conduct flying operations to Command requirements, including night and weekend work. Directly responsible to Board and Executive level management for the development of air traffic control students through their professional on-the-job training; leading by example, inspiring core values, promoting a coaching culture and demonstrating sound judgement to deal with disciplinary issues. Responsible for the safe, orderly and efficient flow of air traffic in both radar and visual disciplines; specifically during G7 operations in Cornwall in June 2021, exercising deliberate risk management by dynamically safety assessing and refining procedures for aviation operations for a number of visiting aircraft including the US presidential helicopter flight.Successfully designed a framework focussing on encouraging employee ownership and goal setting to improve productivity in an under-performing and understaffed department with the aim of increasing training output and delivering measurable results. The framework was highlighted as the “gold standard” during a second party assurance visit with the changes I implemented being used to form future company policy, with a 53% time saving observed in the first 9 months.Drove policy changes and professional practice improvements at HQ/Board level by leading training working group discussions and liaising with senior management; trusted to represent my Executive Manager to influence external stakeholders through verbal negotiations, producing well-structured evidence based arguments, and justifying decisions made.

(OJTI) Qualified to deliver air traffic control training and conduct assessments on British and foreign military trainees, from a number of partner Nations, undertaking the Joint Air Traffic Control Course (JATCC) in both simulated and theoretical radar environments. Responsibilities included providing pastoral care of trainees and using effective coaching and questioning techniques to enable air traffic control students to reach their potential.

Selected to lead a team of 6 aviation safety experts providing 24 hour air traffic control cover in the Royal Navy’s Flagship. Then headhunted by Executive Management (SO1) in the role of Staff Officer to oversee the smooth administration of the Department, with functional authority for more than 150 people. Delivering a framework for a Coaching Advisory Support Team to generate an enduring and organic cross-department coaching organisation to improve operational output; also responsible for the safe procurement, custody, distribution and destruction of ‘SECRET’ material, and ensuring compliance.Entrusted to operate as the Site Manager (responsible to the Captain/CEO) for the safe function of a £3.1 billion UK national strategic asset. Led, motivated and coordinated a team of 80 highly trained subject matter experts, with full accountability for site health & safety, crisis management and time critical situation reports. Managed the security and welfare of 800 civilian and military staff in the UK harbour, with the ship’s company swelling to >1400 people during deployments in foreign ports. Successfully delivered first-of-class rotary and fixed wing maritime flying trails in a dynamic, challenging and often unfamiliar environment. This involved developmental testing and integration into aircraft carrier operations and ensuring aviation safety for two F-35B jets, assets totalling £380 million. Achieved 150% of test objectives during deployment to United States in 2018 saving the MOD in excess of £50 million.Voted as the representative for 40 commissioned officers and chosen to represent 60 junior team members at executive level board discussions; establishing rapport while demonstrating organisational and communication skills to canvas opinion, collate feedback and organise materiel improvements to living environments, increasing the ‘lived experience’ for mess members ahead of successive 4-month operational deployments.

Successfully completed the Area Radar Training Course. The course teaches air traffic controllers to operate and manage aircraft at higher altitudes, often within controlled airspace. They are responsible for aircraft climb, descent and en-route flight ensuring standard separation standards are applied through the issuing of control instructions involving changes of heading, level or speed. Area controllers must ensure safe and expeditious routing through the sector of airspace they manage; they must remain calm in high stress situations, react correctly to aircraft emergencies, have strong communication skills, and be able to solve problems quickly in three dimensions.

Successfully validated in all military air traffic control disciplines, responsible for controlling multiple aircraft types worth up to £95M each, including fast jets and rotary wing aircraft in a dynamic and complex air traffic environment. Supervisory roles included initiating safety service action during emergencies by calmly and correctly directing the operational response to significant crisis events; as well as liaising with, and representing, executive management regarding wider air traffic and aerodrome operating decisions. Training responsibilities included coaching and mentoring trainee controllers and providing written and oral debriefs based upon their performances. Additionally, as the air traffic control standards officer, I provided oversight and assurance of civil and military air traffic management policy and regulation; initiating first party assurance checks, including personal competency checks, and providing feedback to senior and executive management.

A Joint Royal Air Force and Royal Navy administered course teaching the theoretical and practical aspects of Air Traffic Control. This included military air traffic management policy and organisation; airspace operational management; provision of air traffic services; primary and secondary radar equipment; air traffic administration; emergency procedures; and search and rescue operation.

Initial Officer Training at Britannia Royal Naval College, Dartmouth. Training of operational management and leadership development through team building exercises, physical training and practical leadership tasks which require dynamic, out-of-the-box thinking as well as sound management of people and resources. Royal Navy Officers develop the ability to think effectively under pressure, solve problems in a logical manner, and are physically and mentally robust. Initial Officer Training is delivered to commissioned officers from over 20 different navies and teaches leaders to make strong judgements, take ownership of decisions made, and pay attention to the competition. Leaders are encouraged to be curious and take initiative to develop better ways of working, they must be able to inspire their team towards successful completion of the goal, insisting on the highest standards along the way. In today's modern Navy, leaders must accomplish more with less, recognising speed matters and calculated risks may be taken to deliver the right result in a timely fashion.

Financial Services Payment Protection Insurance Claims Assessor, my role was customer facing and I would work vigorously to gain their trust through listening attentively, speaking candidly and treating others with respect. Establishing a rapport early was imperative to ensure the client felt comfortable enough to open up about their financial history, specifically if they'd had any credit cards in the last 7 years, or unsecured loans in the last 10 years, on which they might have been unknowingly sold PPI. I maintained the highest standards and levels of integrity to ensure the customer felt completely at ease and all claims were processed in accordance with the Financial Conduct Authority regulations. As a team leader I inspired others to reach their potential though the setting of incentive based goals, delivering quantifiable results.

Initially operating as Customer Service Advisor for 4 years, I was promoted to a shift Supervisor responsible to the Store Manager for the safe operation of the store and the 10 members of staff in my team. I would ensure deliveries of produce were accounted for and stored in accordance with food hygiene laws as well as delivering the highest levels of customer satisfaction through leading by example. I eventually operated as the Deputy Store Manager for a period of 2 months where I was responsible for the day to day running of the store including opening and closing routines, roster writing for 20 colleagues, ensuring stock counts were carried out, completing wastage management and H&S procedures, as well as being responsible for handling and counting cash in a store with a weekly turnover in excess of £40K.