Programme manager in the newly formed department for Energy Security and Net Zero. working on an R&D programme to support policy decisions to be made in 2026.

My role is to establish the Building Safety Regulator in HSE. Adopting both Prince2 and Agile methodologies to deliver a huge programme of work to make high risk residential buildings safer for the residents who live in and around them.

As MI Demand Manager I have a central role with Business users, Operational MI team and IS to understand the MI demand then facilitate each project through the demand process. I provide input for the creation and maintenance of the overall MI strategy and ensure MI demand is captured and prioritized in the most efficient manner in order to deliver maximum business benefit. I work to ensure the project and change activities are aligned and managed towards the overall Business and MI strategy.

My responsibilities are to be the primary point of contact for all faults and systems change for the Management Information (MI) teams across all British Gas Businesses and then to work with the IS delivery teams to help design, develop and deploy the solutions. I work with the teams managing the day to day performance of the systems to enhance current performance and manage change without impact to current day to day performance. The workload is highly varied and is primarily about networking and managing many different relationships and I face different challenges every day. This role is very demanding and requires that I be highly flexible and open to new ideas. The work varies across British Gas Energy, Services and Business which have very different business models and different IS delivery options. This work has given me a wide range of systems experience including SQL Server, SAS, Teradata, Sharepoint, Business Objects and Salesforce. A large proportion of my time is spent in problem solving activities and in identifying options to deliver the best solution for customers.

During my time managing the team we went through a number of changes; tripling in size as we supported the Central Heating Installation business in its development. The Business chose to maximise business growth by moving from an Oracle customer management system, to a Salesforce solution and an MI solution hosted on SQL Server. At the time the MI team was responsible for approximately 500 reports a month including operational reports. I was responsible for the transition of these reports into a new, automated solution.