I am currently leading CropLife UK, which is the voice of the UK plant science industry. CropLife UK promotes the essential role of science and innovation in protecting food, parks, gardens, roads and railways. We advocate good stewardship, better regulation and best practice.CropLife UK members are involved in the development and manufacture of a wide range of plant science technologies which are of crucial importance to the cultivation and protection of food crops, protecting our gardens, woodlands, infrastructure and public places. These include the formulation and manufacture of synthetic and bio pesticides, seed and plant breeding and agricultural biotechnology.I led the creation of CropLife UK in November 2021, bringing together the Crop Protection Association (CPA) and the Agricultural Biotechnology Council (abc).I am a Director of BASIS (https://basis-reg.co.uk/index) and of the Voluntary Initiative (https://voluntaryinitiative.org.uk). I am also a non-executive member of the Science Committee at FERA Science Limited (https://www.fera.co.uk/)

I led the UK Crop Protection Association (CPA), which has now become part of CropLife UK (see above.)

I led HSE’s programme to deliver operational chemicals regulation regimes for the UK when it leaves the EU, working closely with other government departments (particularly Defra) and the devolved administrations. Diversity and inclusion is important to me. I believe that everyone should have the opportunity to contribute to their organisation's success. I was proud to be the champion for Equal, HSE's disabled staff network.

Led the Chemicals Regulation Directorate (CRD) of HSE and was a member of the HSE Management Board.CRD is the UK regulatory authority for pesticides, biocides and other chemicals, acting for the UK Government and all three devolved administrations. ~£22m annual operating budget + ~£3m R&D; ~300 staff, mainly in York and Bootle.I significantly improved efficiency and productivity, whilst ensuring that the goal of protecting people and the environment was met. I led an increase in CRD's impact internationally, particularly in the EU. This was achieved by targeting interventions, focusing on issues important to the UK, and influencing EU Institutions and other countries to develop pragmatic solutions.

Led two HSE directorates: the Chemicals Regulation Directorate (see above) and the Corporate Science, Engineering & Analysis Directorate (CSEAD) and was a member of the HSE Management Board.CSEAD delivered science and analysis for HSE. ~£29m science & technical support budget; ~70 staff, mostly in Bootle. I transformed the R&D processes so that HSE achieved greater benefit from a smaller budget. Led the analytical teams – across Government HSE had the highest proportion of impact assessments rated fit for purpose.I was chief scientist for HSE, responsible for the quality of HSE’s science and ensuring that there was an evidence based challenge of HSE’s policies and procedures.

Chemicals Regulation Directorate, HSELed the development and implementation of policy, communication strategy, stakeholder engagement, evidence collection and monitoring schemes, compliance activity and was a member of the Directorate Management Team. Led significant cultural change and improved delivery whilst reducing headcount and budget. Responsible for ~£11m budget and ~£4m R&D. ~50 staff.

Responsible for Single Payment Scheme policy, from EU negotiations through to delivery of operational policy, and mitigation of disallowance (EU fines) risk.Identified and managed a significant but previously unidentified risk. Member of the RPA Management Board.

Led the development of marine legislation and began set up of the Marine Management Organisation (a new Government agency.)A programme management role coordinating strategic policy development with extensive engagement with external stakeholders, other departments, local authorities and devolved administrations. Met demanding timetable to publish a White Paper and consultations received much praise, including from the Environmental Audit Committee of the UK Parliament.

Secondment with ACEVO, a third sector organisation that provides leadership training for senior leaders in the not for profit sector. Developed a strategy to improve service to regional members and expand membership base.

Led division delivering strategic planning, finance, IT and programme management for the Animal Health and Welfare Directorate General. Instigated an approach that integrated programme and project management, delivery planning, and business planning to enhance control whilst reducing bureaucracy and duplication of effort.

Led team taking this Bill through Parliament. Extensive provision of advice to Ministers in a difficult, but ultimately successful, attempt to secure the main provisions of this contentious legislation.

During the foot and mouth disease outbreak in 2001 I worked in the UK Government’s Joint Co-ordination Centre (JCC) leading the data and statistics team producing daily reports for No. 10, Cabinet Office Briefing Room (COBR), Ministers and senior managers. A fast moving environment where accurate, frequently updated information was needed for Ministers, the Defra website, and the media.

Led MAFF’s policy unit on genetic modification in agriculture during a period of high public profile and political sensitivity of GM issues.

Various roles as a regulatory affairs specialist dealing with plant protection products, initially project managing risk assessment casework then broadening into policy development, business process reengineering and developing PSD’s strategic planning.