As Chief Operating Officer, I am leading the organisation through a crucial phase of growth and transformation. My role centres on expanding housing and support services for individuals facing complex challenges, such as homelessness and reintegration into society.I have been responsible for developing and implementing new programmes aimed at providing crisis support to marginalised groups. In addition, I have overseen a comprehensive restructuring of the organisation’s HR and internal processes, designed to streamline operations and position the organisation for sustainable, long-term growth. My work has focused on building strong partnerships, securing essential funding, and driving forward strategic initiatives that enhance both service delivery and operational efficiency.Key Responsibilities:Leading the development and expansion of housing and support services for vulnerable populations.Securing funding and investment to grow housing programmes and community services.Developing crisis intervention programmes tailored to the needs of marginalised individuals.Overseeing the restructuring of HR and internal processes to improve organisational efficiency.Driving strategic initiatives to ensure the organisation’s sustainability and growth.

As a board advisor for Jellyworks Inc., I provided strategic guidance that was pivotal in the company's rapid growth and eventual acquisition by a PLC for $8M. I contributed to expanding the development board and securing enterprise partnerships, ensuring sustainable growth. My insights into organisational strategy, financial management, and sustainability played a crucial role in the company's success.Key Achievements:Supported the company through a phase of expansion, resulting in acquisition.Strengthened the enterprise partnership base, promoting long-term viability.

Over the past 15 months I have been working on the final parts of the merger of two charities. I am currently working closely with the staff and the board through the consultation process to assess the strategy for the future. I have implemented an organisational restructure of the policies and procedures while developing new strategic partners, to support both organisations from being individual and locally focused to one wider reaching organisation.

Here I led the team and organisation through the day-to-day operational running of all the charitable and trading activities, including a community led housing trust, nursery, market, community shop and Big Local programme. I guided this organisation through a major time of transition which involved restructuring the charity and its activities. It was necessary to complete an overhaul of the financial systems, develop much more efficient ways of working, carry out various redundancies and a large amount of people management in line with policies and procedures. To ensure the sustainability of the charity and its heritage, it was important that I took a strategic approach to building new working relationships to develop the charity’s offer and enhance our presence. It was essential that I accessed various funding opportunities and developed key relationships with larger national organisations whilst working in partnership with our local community, to help the organisation move more safely and securely into the future. My main strategic aim was to develop a long-term strategy for the area of North Ormesby and East Middlesbrough. As a result of this and the effects of the initial transition, I decided to take the organisation into a merger/partnership with another organisation - having found a suitable organisation, I brokered the conversation and managed the whole process to the final stage where it was successfully completed. As a result of this, the new organisation has a bigger footprint, more assets and a comprehensive achievable growth plan for the future. All of this came from two struggling organisations who didn't have any more than a year left to survive - something I'm very proud to have achieved for the people of North Ormesby and East Middlesbrough.

Global Hands is a Leicester-based non-profit, social enterprise that I co-founded in early 2012, as a Community Interest Company, aimed at tackling issues regarding local and global inequality by raising consciousness about these issues through community engagement, and supporting people to build their capacities to address these issues. After co-developing this community interest company, my role was to develop and implement the strategy and oversee our Public Engagement and Education work in both the UK and The Gambia. I also managed the team’s work within communities and academic establishments all over the world (UK, Europe, Africa and America), all being underpinned by the needs and wants of the communities I worked with. Over the course of my career, I have presented my ideas and learnings in public spaces to a variety of audiences across Europe, and it has been a privilege to do this as I've learnt so much along the way.

I worked as a resident Housemaster in a community of up to 80 international male students, responsible for the welfare, education process, motivation and well-being of the young men in residence. As a consequence, I became very familiar with the privileges and pitfalls of life in international boarding. A state boarding school is an unusual environment and I relished the challenges of working there. I particularly enjoyed the opportunity of working effectively with young people in a residential environment. The role included the preparation and delivery of reports as well as liaising with parents and agents, both face to face and online or over the phone, as well as the leadership of a pastoral, catering, domestic and clerical team of up to 25 people. I also had to attend various meetings across all outlets of the school, reporting to and working with the governors, the senior leadership teams and the teachers at the school, all with the focus on the development of the young people in my care. I was also involved in defining and managing the whole budget for the boarding house and all of its activities.

Working for the social enterprise ASPIRE, I would work closely with Leicestershire’s Specialist Teaching Service and the ASD (Autism Spectrum Disorder) crisis support teams to deliver effective programmes of support for young people aged 8-25 over every area of my work. I was responsible for developing and sourcing funding for projects that suited the needs for the different types of ages groups and people I worked with. I would then manage the effective delivery of the projects across the varying needs of the service users, as well as the need to deliver on the targets set by the funding organisations and the local authority. I was also required to report back to the funders in both face to face meeting and regular reports.