In a world of uncertainty where the new normal has yet to be fully written we provide help and support in creating new organisation structures, leading teams remotely, maintaining good mental health, increasing productivity and reducing sick leave whilst developing great team ethos and camaraderie without being in the same office 5 days a week. Executive coaching and transformational change, the importance of listening and engaging on corporate and individual levels to help realise the goals and ambitions of both. Overcoming barriers and enabling people to be more than they thought they could be so they enhance their performance and deliver more for the companies they work for.

Responsible for rebuilding relationships and trust with house building industry. Accountable for the New Sites engagement strategy, rebuilding our brand and reputation within the industry, challenging and changing internal and external processes, owning the marketing, communications and transformation agendas.Initiated and led the evaluation on our existing processes and support material and their impact on key stakeholders and customers. Identified areas for change and generated possible options. Calculated associated risks and developed a strategy for Openreach’s New Sites engagement defining the need and priority. Secured executive consent and recruited a new leadership team to drive a customer focused approach to developers within Openreach. Building our credibility and creating a team passionate about the customer and delivering our commitments on time.

Reviewed the Lean pilot (waste reduction/behaviour change) to establish what lessons could be learnt in order to improve the process. Developed options and worked with key stakeholders to agree what actions needed to be prioritised. Led a detailed risk assessment and defined the strategy and governance for involving “the customer” and reinforcing the Lean Behaviours from Director to team member. Initiated and agreed with Director that the programme was top heavy and was now in a position to run without two programme directors.

Reporting to the CSR Director, responsible for the development and in-life management of BT’s CSR programmes. Governed by the CSRB Board (chaired by BT’s chairman). (Budget c£12m)Evaluated existing CSR programmes and their impact on key stakeholders. Identified areas for change and generated possible options. Calculated associated risks and developed a strategy for BT’s Environment and Climate Change Agenda, defining what to stop, enhance, reshape or continue. Secured executive consent and recruited a new leadership team to drive a more commercial approach to activities, whilst maintaining our credibility and creating clarity for our people. Designed and implemented a comprehensive employee engagement programme. Increased employee recognition and pride from 59% to 67%, increased our rating by 7% in the opinion leaders’ survey and became the exemplar of Digital Inclusion (as stated by Martha Lane Fox).Led a comprehensive review of the current governance model to assess ROI to BT, our people and the communities we helped with CSR initiatives. Recognised the need for cost management and improved governance. Generated potential solutions and examined associated risks. Created a governance model to track progress against the business case, ensuring milestones and recovery plans were in place. Obtained CSRB Board approval to implement and clearly communicated best practice models to all stakeholders. Implemented rigorous cost management and governance; saving over £500k pa on 3 key initiatives. Recognised and awarded the IVCA award for communications for engagement programmes on CSR and Broadband Britain

Carried out a detailed review of the barriers involved in rolling out Broadband beyond 66% of the population. Worked with Ofcom to review regulation and influenced central and local governments to gain support for a new approach to capital investment in rural areas. Developed a strategy that would ensure effective rollout, mitigating financial and reputational risk, as well as enabling BT to remain within its regulatory commitment. Gained approval at BT’s Operating Committee (Board) for the new approach and implemented the programme with an extensive customer and key stakeholder engagement and communication plan. Delivered 2 years early to 99.8% of the population with a 25% greater take up in rural areas compared to their urban counterparts.

Senior Applications Manager BT 1999 – 2001Senior Product Manager BT 1992 – 1999Marketing Manager BT 1991 – 1992