The first Jewish sexual abuse service to exist in the UK, founded in 2013 and supporting children, women, and men.

I took over from the founder of this sexual abuse charity in April 2022 and built the staff team from two front line, to five front line plus three support. I increased the number of clients supported by 20% in two years, increased income by 64% in two years, delivered a new website and rebrand in the first 2.5 years, and delivered a three-year marketing and business strategy to ensure sustainability. I delivered an increased number of Trustees with specific skills to assist the operational team. I instigated an annual review of all governance and policies. I formed strong collaborations with colleagues across all parts of the Jewish community, and colleagues across the UK sexual abuse sector. I blogged weekly on subjects to support, educate, and inform individuals and organisations. I instigated a continuous learning programme for front-line staff.

I achieved my Social Care Managers’ Diploma (Level 5) and assisted the management team by leading quality assurance and special projects (including systems design and other operational matters), transformational change, upgrading systems, processes, and service improvement, including managing teams as a Supported Living Manager. I designed and delivered the Person Centred Planning tool for all people we supported. I delivered the #behumankind approach with staff teams, to enable teams to become cohesive, effective, and responsive to people we supported.

I set up a Compliance department including management systems, policies and procedures, HR, health and safety, and quality management systems in line with Ofsted requirements. I led on matters of Compliance and Data Protection, which also covered Safeguarding for all pupils and staff, reporting to the schools’ Safeguarding leads and Governors. I led on HR, IT, and Health and Safety, ensuring compliance in these areas, as well as staff wellbeing. I led on safety throughout Covid, including testing and reporting to local authority education and health colleagues.

I provided Case Manager support to families who had children with profound disabilities. I delivered support to care teams, recruited, trained and supervised support staff. I supported individuals with profound disabilities, family members, advocated for the person with disabilities, provided expert evidence in legal, health, and education reports, delivered care and support solutions in and out of the home, and led diverse teams supporting disabled children. This role required excellent communication and problem solving skills, and a flexible work ethic. I used technology to provide on and off-site support and delivered solutions in a timely manner.

I created and ran www.bluewhite.co.uk an online retailer for Judaica and Jewish Gifts from 2004. I imported gifts from Israel to sell all over the world and traded directly with suppliers to ensure the most advantageous prices for customers.I negotiated contracts, worked with colleagues in export, updated the company website (using Wordpress), and social media channels. I sold gifts online and face-to-face at communal events.

I was the Data Protection Officer (DPO) for Chase Lodge Hospital - I led on data protection and compliance and advised the team in systems organisation and management.

I was the inaugural Director of Operations and CQC's Nominated Individual for HSN Care, a private organisation designing and building homes and provision for adults with profound and multiple disabilities, within their own communities. HSN Care's first service,The Kestrels in Bricket Wood, Herts, is a Registered Care Home for up to 12 adults with PMLD. I led the service delivery of personalised enabling, allowing as much choice and control as possible for each individual, whilst using a private sector approach to deliver the best possible value for money. I led and managed all aspects of the operations, to provide a tailor-made solution for all our residents, and to enable local authorities to place people with confidence. I designed personalised packages, costed them and obtained high worth funding from local authorities. Property was sourced to be built or adapted to the highest possible standards, using the latest products and technology. All residents have their own rooms and ensuite bathrooms, equipped to meet the most profound of disabilities. I sourced, trained and managed a team of staff, from front line enabling staff to Homes Managers, who ensured that all residents had access to lifelong learning opportunities, meaningful work or work experiences, a full range of sports and leisure activities, and therapies tailored to meet their needs. All of this was done in the midst of local communities, and respecting the culture and beliefs of each person in our care. Each person was put at the heart of families and community life, with other, similar people and specialist teams of enablers, to offer them real choice and full access to a busy and fulfilling life. Many of these services did not exist elsewhere, and I led the team which designed a way of life, aiming to transform the care of those with profound and multiple disabilities. I led the work with families, residents, local authorities and organisations to deliver the best possible service.

Member of Hertfordshire Parent Carer Involvement Board, which worked at strategic level with Hertfordshire County Council, on how to provide services for disabled children and their families. I was the lead member responsible for liaising with health professionals to affect change within the County, and made representations to health professionals on behalf of families with disabled children to ensure appropriate service provision.I was the Strategic lead on creating a new Hertfordshire website for families with disabled children, enabling increased access to services and a greater voice in local provision.

I was the operational lead on the Board of Trustees. I led the change from a registered charity to a company limited by guarantee, and I led on strategy and implementation of organisational restructure.I led a rebrand, including the preparation of a new website, and raised the profile and income of the charity.I developed and implemented a fundraising strategy to increase major giving and the proportion of unrestricted versus restricted income. I developed a direct marketing appeal, sent to over 10,000 homes, producing an attributable income of over £25,000 (Jan - March 2011).I led a major donor art sale raising £40,000, secured a major donor project for £20,000, and designed from scratch a major fundraising campaign to build a new children’s hospital.