Responsible for the MSc Management Programme at Swansea University. Our current cohort is approximately 1200 students. Responsible for the efficient and effective delivery of the programme, ensuring an excellent student experience, and advocacy and krepresentation of the programme both internally and externally.

responsible for teaching eCommerce, and Information Systems Management.MSc Marketing Programme Director (2013-2014)SAILS lead for the school (2013-2014)

1. Research support (University of Southampton) January 2013 - April 2013 : (Healthcare) 2. Research Project Management (University of Southampton) July 2012 - December 2012 : Research project (Homelessness) 2. Academic Coordination and support University of Southampton: July 2011 - June 2012 3. Academic editing: July 2011 - June 2012

Research Fellow within the Centre for Innovation and Leadership, University of Southampton

ABSTRACT: Higher Education Institutions (HEIs) in general, and universities in the UK in particular, are complex organisations, each characterised by a distinctive ethos, particular history, mission, size, and shape, being highly autonomous, yet bound together by the identical challenges of massification, the emergence of greater accountability imposed by the government, sharp financial cuts, a greater emphasis on student satisfaction, globalisation, the knowledge economy, marketisation and advances in information and communications technologies. Some scholars contend that strategic management of Knowledge and the knowledge assets of a university can provide the competitive advantage that universities need, as well as provide a solution to address some of these challenges, providing many potential benefits to each area of Higher Education. However, have HEIs adopted Knowledge Management on an institutional level to enhance its competitive advantage? What are the perceptions and practices of Knowledge Management within the HEI context; what are the contributing factors that hinder or promote the use of Knowledge Management within the Higher Education context? A cursory literature review could not answer these questions and hence, this sequential, quantitative-qualitative, mixed-methodology, multi-site case study, investigated these questions within the context of the United Kingdom Higher Education universities.(completed PhD in January 2011 after 1 year maternity and compassionate leave 01.2009 - 03.2010)

Responsibilities:-management of skills development training programme for PhD research students; evaluation of the programme; negotiating and facilitating new ideas and change to current practices and processes; I initiated and facilitated the development of an online booking system for the SDTP to ensure a more effective and efficient process for booking which has been implemented since October 2006; also initiated and negotiated a major change to the induction programme for PhD researchers within the faculty endeavoring to build greater researcher satisfaction and to enhance the student experience;fostering relationships with our external providers; supervised the 2007 PhD annual conference; Marketing of the Graduate School; University rep. for National body for postgraduate research; day-to-day finances of the Graduate School;content management of our website, and attendance at National Skills Development conferences.

Lectured: Information Systems, networking, computers. Attended appropriate committees and performing administrative tasks related to the job. Supervised three Postgraduate projects.(Took Sabbatical to read for a PhD from 2005 - 2008; resigned in October 2008 to remain in the UK)

Took up an excellent opportunity as Project Manager (secondment to Institutional Planning Office) to coordinate a large transformational project which dealt with issues of student access, progression, time to degree, employability, professionalisation of services to enhance student satisfaction and experience etc . Responsibilities included:•Coordinating the management activities of 8 sub-projects, which involved the development and implementation of a university wide on-line teaching and learning tool implemented for the first time as an administrative tool; managing the work-based programme for postgraduate students, and facilitating the professionalization of services project which included; understanding and mapping the student processes. •Financial management – preparing budgets, income and expense statements, and reporting to donors; Overseeing the financial audit process.- Report writing – responsible for compilation of management reports, preparing and writing the executive and overall management report for the 8-strategy project; Was also part of a team who wrote a proposal and received funding for a Management Information Systems project, which I was asked to Project Manage.- People management – the project consisted of 8 component managers, coordination and management skills became critical to this. Had direct line management for the administrators and assistants within the unit.- Communication, to various role players, from senior executive of the university to the administrators of faculties; various events were organized to achieve this; - Business Process Improvement - part of a team who initially mapped the student processes from entry to exit. - MIS Project: - Concurrently, I was also the project manager of a small team of external consultants and internal staff, who were tasked to analyze the management information systems processes to create a knowledge base of strategic information.