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Two-and-a-half-year posting giving a very different experience of working with Junior Soldiers under the age of 18. Adapting to the engagement, communication and leadership skills of this level and age group has been both challenging and rewarding. Shaping and developing Army future leaders, trained at this college, that is the equivalent of Sandhurst for Junior Soldiers. Highlights include receiving the Commander Initial Training Group Commendation for outstanding leadership and command, and solely managing the first and only Junior Soldier receiving the same award, presented by a 1 Star Brigadier. Key Achievements • In command of current ‘task-lines’ (projects) and planning future tasks for the whole college for 1750 Soldiers and 300 Civilian Workers. Leading on all the daily running and logistics of a busy live-in environment, including planning, and organising all recruit entry for Junior Soldiers in UK Defence.• Stepped up several times to represent the Commanding Officer, working at a strategic and ministerial level. A high-profile example of this was during the COVID-19 situation. Here, the entire college was safely closed by the Operations Team, then the running of all functions was covered by a five-man team run through the Operations Officer.

Key Achievements • Performed a ‘Chief of Staff’ function, equivalent to a ‘Head Of’, for 300 soldiers. Managing and coordinating all activity, ensuring compliance regarding military and civilian policy.• Planned and co-ordinated a very successful event, the Mayor of Harrogate’s Annual Concert, which raised money for local charities. This includes 20 schools, five military bands, Yorkshire Music Association and Harrogate and Leeds Councils.

• Trained two groups of 48, 16-year-old, Junior Soldiers in a full breadth of activities including Duke of Edinburgh, Military Skills, Charity Functions, Maths and English BTEC levels.• Expanded the Junior Soldiers’ life skills through a full understanding of Generation Z needs and maximising their professional and person effectiveness through holistic development.

First posting following commissioning from Sandhurst, Fort George offered the opportunity to directly lead and manage a platoon of 32 soldiers as a Commissioned Officer. The soldiers came from many different backgrounds with differing lengths of experience in the Army. This provided exposure to a breadth of life skills required to effectively lead and take care of 32 soldiers, 24 hours a day. Stepping up to be Second in Command of the Company (120 soldiers) presented opportunity to face and overcome challenges of a broader leadership role.Key Achievements • Led and managed a team of 32 Soldiers in an office setting and for up to two months of outdoor soldiering activity. Including two months of arduous training in Kenya, working with the Kenyan Army.• Planned, led and ran the first ‘Scottish, Welsh and Irish Non-Commissioned Officers’ Course (all Scottish, Welsh and Irish Regiments). This included objective setting, lesson/course planning and blended learning delivery of the planned activity. The objective and key focus was to develop the Soldiers professionally and personally.• Deputised as ‘Company Second in Command’ for a period of two months, professionally shaping competence for future roles after Aug 2017.

Attended the Infantry Battle School in Brecon, Wales and completed the Platoon Commanders' Battle Course. While on this course conducted stringent leadership assessments graded to the highest level in some of the harshest environments. Including ten weeks of living outside in character building conditions.

Joined the Army at 19, in a role which normally recruits at age 25, after passing the Military Intelligence Assessment. The experience gained in this role-built resilience, communication skills, total professionalism, a broad understanding of human behavior and tested courage beyond the limits most people would be exposed to. Key Achievements • Filled many different roles during this time, working from a National level through to Division (20,000 personnel) and finally tactical level (30 personnel). This included multi-national environments of Asian, Middle Eastern, American, and European nations.• Worked on Operations internationally in a role solely responsible for all intelligence outputs and tasks within a 300 person unit. Additionally, was regularly deployed as an individual in advance of a small four man team, to deliver critical output.• Was awarded the title of best Non-Commissioned Officer, two years running, in 4 Military Intelligence Battalion.• Finally, was assigned to the Operations Wing of the unit, a post normally reserved for a soldier eight years senior. Individually responsible for planning and executing the deployment of 150 personnel to Afghanistan, again, a responsibility beyond the held rank at the time. This role provided insight of office-based work and demonstrated that a desk-based position has significant influence and impact on an organisation.