Supporting a local charity by offering Management consultancy to help them navigate strategic changes. This has bolstered my experience in delivering change initiatives and strategic guidance and offered a new perspective working within the third sector, my responsibilities include:• Delivering a critical analysis of the commercial, operational and social impact of the trust through analytical methods. Resulting in recommendations for improvement, deliverable to the directors and trustees.• Facilitating the development of a new strategic vision and identifying the business transition needed to implement it, including leadership development and operational improvements through process design.• Oversee the change process and guiding the transition to achieve the desired results utilising change management models.

EBS is accredited by the “Association of MBA’s”, recognised in the Top 2% of MBA courses globally. Achieving a predicted distinction showcases my work ethic, business acumen and functional soft skills I bring to a role. • Awarded best in the Cohort, for my strategic leadership and project /team management during the Capstone Project by the Dean of the Business School.• Modules: Strategy, Change & Transformation, Leadership, Innovation Management, Entrepreneurship & Business Models, Sustainable Operations, Data & Analytics, Accounting & Finance, People & Culture, Markets & Governance, Sustainability & Ethics, Marketing, Social Enterprise & Entrepreneurship.

Entrusted with the strategic leadership, operational & commercial performance of a brand new £15 million innovation centre in partnership with The University of Essex, the focal point of government backed Enterprise zone. • This was a strategic partnership to support the innovation eco system within the region and focused on supporting businesses to navigate the transformation during business growth by facilitating the engagement of the eco-system and networks. • This role involved considerable stakeholder management and balancing the needs of both strategic partners, our customer base and a very engaged stakeholder network. • Delivering strong leadership across the team and influencing deskins made at board level was important to secure the growth of the centre and strategic goals. • We were a critical part of the government-backed University Enterprise Zone status, bridging the gap between academic research and commercial enterprise my role in this was to facilitate engagement and manage stakeholders to achieve outcomes.• I was responsible for the financial performance and management, ensuring close budgetary attention and sales targets were achieved and managed through clear communication and strategic influence to the board.• I developed a marketing plan within budget that overtook all other 26 centres within the first year, achieving visibility and a wider catchment area promoting sales. • My leadership role saw me work across multiple function teams, streamline historical organisational systems, grow marketing approaches and deliver strategic guidance and insights to the board of directors for future growth.

Responsible for building the training and consultancy department from the ground up, gaining hands-on experience in a fast pace start -up. This role allowed me to develop a broad skill set, from strategic planning and leadership to operational execution, key to driving growth in a fast-paced, high-demand industry.• Delivering the overall leadership and business management from operational and financial to strategy, reporting direct to the board. • CWind was recognised by the Times newspaper in their “Top 50 fastest growing companies UK” and I was a critical part of the leadership team to make this happen.• I developed a unique value proposition that addressed internal and external forces and requirements that enabled both our customers, and CWind’s wider business goals. This balancing allowed growth whilst servicing the industry and building reputational success. • Project management of growth and change initiatives, delivering multiple training centre creation/development projects as well as consultancy projects to tier one clients. • The constant change and transformation of strategies and plans to meet demands and organisational requirements and trends gave me an exceptional experience and skill base in business management.• Senior client acquisition and retention was a key, and I attracted tier one clients such as Siemens, Dong Energy, Southern and Scottish Energy by creating unique offerings and identifying their needs through face-to-face engagement. This generated strong business relationships that secured sustainable growth. • I was impactful within the industry and as a result was invited to join trade association for Renewable UK.• I delivered consultancy projects that involved the project management within the offshore renewable sector, focused on the implementation of new policy and rescue / working at height procedures, and implementing onsite training on offshore wind turbines.

Responsible for the operational management of a large outdoor education centre with the management of 35 staff and an 80-acre site with 40+ activities operating under local government. • Project management of resource and capabilities to meet demand of the operations with forecasting and daily management of staffing and facility logistics to ensure quality and compliance.• Delivering experiential, development, technical and outdoor learning to a wide variety of children and young adults. Including delivery of Princes Trust and the Duke of Edinburgh award.• Spearheaded instructional and developmental programs across the UK and Europe in climbing and mountain biking and delivered developmental expeditions across a range of locations and disciplines. This helped develop leadership skills in extreme environments. • Trained and coached staff to deliver against agreed standards and supported development of their CPD across technical and delivery skills under National Governing Body Awards.