Deptford X is a visual arts charity based in Deptford, South East London. We foster artistic talent and nurture community within the borough of Lewisham and beyond. We achieve this through a free annual festival in Deptford and ongoing activity supporting artists and our local communities throughout the year.Founded in 1998, Deptford X is London’s longest-running visual arts festival. Between 1999 and 2023, we staged a free annual ten-day festival, working with hundreds of artists to locate art at the centre of everyday life for all of the area’s communities. From 2025, we plan to have our first ever Deptford X Biennial. This evolution from an annual to the biennial model will give us more time and capacity to work in-depth with our communities, and to support/collaborate with artists and audiences in various ways, throughout the year. Our VisionDeptford X:Is led by local artistic ambition, interests and practice.Brings art into informal contexts and public spaces for all to access.Seeks to make a positive contribution to our locality, communities, and to art, and to lead by example.Places equity, accessibility and care at the heart of the organisation.Holds space and advocates for difference, creativity, experimentation and learning within art.Fundamentally we support artists and creative practice, as well as those who do not yet identify as artists, with a focus over the next three years on:1) People of Colour: Specifically local Black communities. We are actively redressing the balance of participation in Deptford X and visual arts as a whole and making space for People of Colour-led creative programming.2) Disabled people: We are working to remove barriers to participation in our work and inviting disability-led programming.3) Young people: We are developing ways to engage local audiences and participants at a younger age and create pathways for their participation and ownership of Deptford X.

I’m currently responsible for leading two IT shared services projects across five organisations. I’m also the People workstream Lead with the responsibility of ensuring a smooth a journey and positive experience as possible for people directly impacted by the change. My key accountabilities are: - Influencing Chief Officers and Directors at the GLA, TfL, MOPAC, OPDC and LLDC to ensure continued support of the project by balancing stakeholder priorities - Project & Programme Management – managing project benefits, scope, risks, stakeholders, resources including project budget and people; navigating governance processes and procedures pan-GLA Group; facilitating Lessons Learnt workshops, ensuring outputs are fed into live projects - Portfolio Development – maintaining & developing PPM tools, identifying and optimising pan-GLA Group interfaces - Change Management Expertise – identifying the optimal change management approach according to programme needs, eg consultancy, partnering, embedded resource - GLA Group Knowledge – apply knowledge of the Group’s organisations, including a deep understanding of organisational culture and activity to identify opportunities and threats to the project My key achievements so far have been: - Securing funding of C. £2.5m from the Mayor of London to progress projects from feasibility through to design and delivery, transition and close - Setting up governance for a change programme comprising seven workstreams to ensure smooth working practices and relationships across five complex and highly political organisations with very different cultures - Leading a team to design and deliver a people-focused change journey, using the Prosci ADKAR® methodology

I was responsible for the design of the operating model and service delivery model for a shared HR Service, including cross-organisational hand-offs and enabling systems that contribute to and support the GLA’s vision for a modernised, future-proofed and collaborative HR function. Key accountabilities: - Development of a robust business case for a HR shared service that impacted C. 1500 service users in order to secure £3m funding from the Mayor of London- Leading on the Feasibility and Design of a shared HR Service across the GLA Group - Stakeholder Management and Influencing – to convene partners, corral activity, influence and negotiate to secure the very best outcome ​ - Leading and motivating a team (direct reports and matrix) to deliver high quality outputs at pace in a highly political environment Key achievements: - Completing a forensic review of more than 200 HR processes over 40 virtual workshops; activity analysis and alignment of 45 HR roles; HR Information Systems requirements gathering and developing a change management strategy - Working with HR Leaders from six organisations as part of a pan-GLA sprint to identify opportunities for making cashable savings, resulting in an in-flight programme being accelerated and two new projects being commissioned - Winning over a group of challenging senior stakeholders in the first few months by consistently delivering high quality data-driven, evidence-based options and recommendations - Leading my team through the Covid-19 pandemic to ensure continued motivation whilst key stakeholders were diverted onto crisis management activities

Responsible for the development of inclusive HR interventions and initiatives through research, analysis, benchmarking, and generating evidence based and data-driven insights .Key accountabilities: - Provision of diagnostics, advice, and guidance to support the development of projects & programmes, standards and frameworks to promote diversity & inclusion to meet short and long-term organisational goals - Capitalising on skills diagnostics and an understanding of organisational context and external developments, trends, practices, and regulatory changes to find solutions to address organisational needs - Contributing to the design of a Leadership Foundation, to professionalise leadership at TfL Key achievements: - I completed an insight study of the TfL leaver’s survey to inform a suite of recommendations including how to improve data quality and integrity, streamline the process and how the insights could be used to make improvements in line with other organisations’ approaches - I designed and facilitated a cross-departmental workshop to bring together HR, Tech and Data Analysis Subject Matter Experts to address key problem statements and inform the development of a roadmap for ‘People & Data – our Future Direction’ - I undertook a performance management process review culminating in an options paper for the HR Leadership team. My recommendation for a comms refresh to move focus onto having ongoing quality conversations complemented by simple line manager guidance was approved - I was the HR lead on the design and delivery of a new People Impact Assessment to help mitigate any negative impact of transformation on our people and TfL as an organisation

Responsible for the management of processes and systems required to implement and embed change and organisational design to drive a higher performing organisation Key Accountabilities: - I provided expertise and project management for the development and implementation of TfL’s talent strategy and framework that formed the basis for effective employee development and succession planning - I supported the design, development and delivery of a leadership strategy and framework to ensure TfL's leaders had the necessary capability, knowledge, behaviours and experience to fulfil current and longer-term organisational requirements - I supported Change Programmes with authentic employee engagement and measuring the success of this Key Achievements: - Talent analysis and visualisation to feed into the LU MD’s Diversity & Inclusion Board that formed part of the organisation’s scorecard to track business KPIs - Redesign of TfL’s online talent management tool to enhance the customer journey - Development of TfL’s Succession Planning methodology and approach

Responsible for applying expertise for the identification and facilitation of workforce supply and demand requirements to meet business needs and in line with best practice. Key Accountabilities: - Translating data around work activities into FTE (Full Time Equivalent) requirements, highlighting underlying assumptions, caveats and scenarios to provide context - Designing measures and contributing to metrics to monitor progress against workforce planning outputs to ensure its success - Challenging business representatives using evidence, sensitivity and data driven ways of calculating demand Key Achievements: - I contributed to the creation of a pan-TfL strategic workforce plan based on the input from around 440 senior stakeholders from across the business - I supported the generation of new insights across TfL to help make better short and long-term workforce interventions and building several unique views of the workforce - I assisted with linking people to activity and cost, generating an evidence base for immediate and future cost savings, and identified potential skills challenges

Responsible for the day-to-day management of pan-TfL project management development schemes, including graduates

Responsible for the coordination of critical safety training and learning & development solutions for employees within Capital Programmes at TfL

Office Manager for a small arts-focused Architectural Practice

National administrator for the Multidimensional Treatment Foster Care Programme, coordinating teams across the UK