Carried out assignments for a number of clients including - Biss Lancaster PR, Munro & Forster PR, Pinnacle PR, the Department of Constitutional Affairs (DCA - now the Ministry of Justice), NHS Blood & Transplant and BDS Sponsorship which included providing the following services:- strategic communications, media relations, stakeholder management, training and new business development.For the DCA as Interim Head of Communications and Stakeholder Relations I was responsible for raising awareness of the Freedom of Information and Data Protection Acts, as well as communicating the new role of the Lord Chancellor to major stakeholders including the judiciary, HM Courts Service and the legal profession.

Carried out assignments for a number of clients including - Biss Lancaster PR, Munro & Forster PR, Pinnacle PR, the Department of Constitutional Affairs (DCA - now the Ministry of Justice), NHS Blood & Transplant and BDS Sponsorship which included providing the following services:- strategic communications, media relations, stakeholder management, training and new business development.For the DCA as Interim Head of Communications and Stakeholder Relations I was responsible for raising awareness of the Freedom of Information and Data Protection Acts, as well as communicating the new role of the Lord Chancellor to major stakeholders including the judiciary, HM Courts Service and the legal profession.

I led the BLF's communications directorate promoting the BLF brand, maintaining high levels of membership and maximising awareness of the BLF on a sustainable basis. KEY RESULT AREASStrategy and planning - I led the development of external and internal communication strategies, together with operational plans, to ensure that the organisation meets its targets and that the BLF brand is synonymous with high quality services and a reputation for excellence with those affected by lung disease, health care professionals, Government Ministers, current and potential donors. Organisational strategy and management - I contributed to the overall strategic direction of the charity through membership of the Senior Management team, attendance at Board of Trustee meetings, and servicing the Communication Subcommittee. Departmental management - I led the management of a framework for target setting, monitoring of progress, and financial control of communication activities in order to evaluate performance, identify problem areas and develop solutions, so that the department could achieve its targets.Membership development - I maintained a regular and accurate assessment of members' needs in terms of information required and services to be provided. Ensuring that all information and services provided are relevant and produced in an easily accessible format available to a range of cultures UK wide. External and representation - I promoted and represented the BLF in the media. I worked closely with government officials, parliamentary lobbyists, voluntary sector organisations and health care professionals to ensure maximum awareness of BLF activities and their appropriate positioning in strategic policy agendas.

I led the BLF's communications directorate promoting the BLF brand, maintaining high levels of membership and maximising awareness of the BLF on a sustainable basis. KEY RESULT AREASStrategy and planning - I led the development of external and internal communication strategies, together with operational plans, to ensure that the organisation meets its targets and that the BLF brand is synonymous with high quality services and a reputation for excellence with those affected by lung disease, health care professionals, Government Ministers, current and potential donors. Organisational strategy and management - I contributed to the overall strategic direction of the charity through membership of the Senior Management team, attendance at Board of Trustee meetings, and servicing the Communication Subcommittee. Departmental management - I led the management of a framework for target setting, monitoring of progress, and financial control of communication activities in order to evaluate performance, identify problem areas and develop solutions, so that the department could achieve its targets.Membership development - I maintained a regular and accurate assessment of members' needs in terms of information required and services to be provided. Ensuring that all information and services provided are relevant and produced in an easily accessible format available to a range of cultures UK wide. External and representation - I promoted and represented the BLF in the media. I worked closely with government officials, parliamentary lobbyists, voluntary sector organisations and health care professionals to ensure maximum awareness of BLF activities and their appropriate positioning in strategic policy agendas.

Successfully ran, with a budget of over £20m and a staff of 12, major award winning public health consumer campaigns on: - Drugs Misuse, Smoking Cessation; NHS Direct, Teenage Pregnancy, Mental Health, Sexual Health and Nutrition. For each programme I oversaw the development and implementation of: - advertising, PR, branding, helplines, partnerships, websites, stakeholder relations, direct marketing and publications. Devised and implemented an integrated communications strategy to launch the Government's £50m Don't Give Up Giving Up smoking cessation campaign in January 2000, which was rated as one of Marketing magazine's most recalled campaigns and hit prevalence targets two years early.Generated over £400k sponsorship income through partnership with Durex, Club 18-30 and Radio 1 for the Sex Lottery and R U Thinking sexual health campaigns.Developed from scratch the 'Five-A-Day' brand to encourage people to eat at least five pieces of fruit and vegetables a day. Signed up Asda, McDonald's and Tropicana as early supporters, carrying the logo on their packaging.

Successfully ran, with a budget of over £20m and a staff of 12, major award winning public health consumer campaigns on: - Drugs Misuse, Smoking Cessation; NHS Direct, Teenage Pregnancy, Mental Health, Sexual Health and Nutrition. For each programme I oversaw the development and implementation of: - advertising, PR, branding, helplines, partnerships, websites, stakeholder relations, direct marketing and publications. Devised and implemented an integrated communications strategy with Abbot Meade Vickers to launch the Government's £50m Don't Give Up Giving Up smoking cessation campaign in January 2000, which was rated as one of Marketing magazine's most recalled campaigns and hit prevalence targets two years early.Generated over £400k sponsorship income through partnership with Durex, Club 18-30 and Radio 1 for the Sex Lottery and R U Thinking sexual health campaigns.Developed from scratch the 'Five-A-Day' brand to encourage people to eat at least five pieces of fruit and vegetables a day. Signed up Asda, McDonald's and Tropicana as early supporters, carrying the logo on their packaging.

Increased visitor numbers by 50% and doubled membership recruitment in three years by formulating and implementing a comprehensive marketing strategy (including using for the first time market research!)Developed fundraising, sponsorship and events programmes which generated an income of £250k per year; as well as marketing Trust properties as a source for film and TV locations which raised an additional £100k in feesMaximised the opportunities offered by the charity's centenary in 1995 including setting up a national photographic competition with Kodak.

Initiated and fostered links with key stakeholders including: - the advertising industry, academics, consumer groups, Central Government, trade bodies and political parties and viewers. Carried out a public consultation programme on the setting up of new Channel 5.Developed a new corporate identity with Wolff Olins and devised the name National Transcommunications Ltd (NTL) for ITC's privatised transmitter arm.

I was responsible for running the marketing department, which included branding, publications, web, primary care liaison and marketing support activity for the Trust's clinical services.Key responsibilitiesMaintained and developed the King's Brand, and act as guardian of the brand across the Trust, advising other departments on how to leverage the brand for their own purposes.Advised on marketing and branding of commercial activitiesWorked closely with each Clinical Division in devising a communications and marketing plan to support their strategic service priorities. Facilitated the provision of accurate market information on GP referrals.Developed and implemented a primary care liaison plan action plan, creating opportunities to enhance King's College Hospital NHS Foundation Trust's reputation with GPs and ensure they are kept well-informed about new developments at the Trust.

I was responsible for directing and managing the corporate, internal and external communications channels of the CIEH to promote its commercial and charitable activities, including liaison with major stakeholders such as:- Trustees, Members, Local and Central Government, the media and the food industry. Key achievements:-Improved internal communications by setting up an intranet, staff seminars and team briefingsDelivered a communications strategy to publicise the Smokefree regulations which came into force in England, Northern Ireland and Wales during 2007. The publicity majored on the training programme that the CIEH carried out on behalf of the Departments of Health to help environmental health professionals policing the new regulations Managed the roll-out of a new corporate identity for the organisationSet up a new image library Produced a new style Annual Report which concentrated much more on objectives, achievements and charitable aims rather than numbers Put in place Business Continuity and Influenza Pandemic disaster recovery plans Set up an Associate Parliamentary Group for Environmental Health to help lobby peers and MPs on environmental health issues.

Key achievements:-Managed the firm's corporate media relations, dealing with leading business and management journalists in the pan-European, national, electronic and trade media. Devised a proactive press and PR strategy, which majored on setting up excellent relationships with journalists and stakeholders; providing opportunities for PwC to comment; writing and placing articles and case studies and profiling senior partners as industry 'thought leaders'. Lobbied Government and the EU to allow the merger of Price Waterhouse and Coopers & Lybrand and to change the law to allow the introduction Limited Liability Partnerships (LLPs). Handled the media launch of the new PwC

Increased visitor numbers by 50% and doubled membership recruitment in three years by formulating and implementing a comprehensive marketing strategy (including using for the first time market research!)Developed fundraising, sponsorship and events programmes which generated an income of £250k per year; as well as marketing Trust properties as a source for film and TV locations which raised an additional £100k in feesMaximised the opportunities offered by the charity's centenary in 1995 including setting up a national photographic competition with Kodak.

Initiated and fostered links with key stakeholders including: - the advertising industry, academics, consumer groups, Central Government, trade bodies and political parties and viewers. Carried out a public consultation programme on the setting up of new Channel 5.Developed a new corporate identity with Wolff Olins and devised the name National Transcommunications Ltd (NTL) for ITC's privatised transmitter arm.

Worked on integrated communications campaigns for: - Crime Prevention, Fire Safety, Police, Prison and Fire Service Recruitment

Worked as part of a busy Whitehall press office dealing with media enquiries, issuing press releases and arranging Ministerial interviews