4OC works with all organisations delivering public service to make the most effective use of the public purse in a way that engages those who deliver the services and benefits those who receive them. Appointments delivered through 4OC have included:April 2021 - August 2021DWP Restart Scheme - Implementation and Mobilization Director for Serco

An initial 12 month assignment supporting ESFA in the establishment of a Customer Experience Transformation Programme. Key deliverables for this assignment include:• Development of the Programme delivery approach • Produce the Strategic Outline Business Case in order to secure approval for spend from the Department for Education (DfE) Investment Committee• Responsibility for defining the programme scope and establishing programme priorities for financial year 2018/19• Present the customer experience strategy to ensure key stakeholder engagement• Design the Target Operating Model for the central Customer Experience Directorate • Lead on the People and Business Change element of the programmeBuilding on this I worked for a further 18 months with the Customer Experience, Digital and Data Directorate to support the Senior Leadership Team in the design and implementation of a new organisation and operating model.

• Responsible for implementing large scale transformation programmes for the Directorate’s operational services to improve service provision and organisational effectiveness.• Currently CQC’s Operational Lead for its Digital Transformation Programme. To meet its strategic objectives and in line with Government Digital Services, CQC is moving to Agile product development and as such requires the skills, expertise and operating structure to support this.• Led CQCs Customer Support Service Modernisation Programme and a 6 months post implementation review. • Led further change programmes within CQCs Governance and Legal Services Directorate. Managing the restructure within the Private Office and Legal Services. • Have managed individual consultations and Trade Union negotiations associated with each change programme.• Have managed the assessment, selection and recruitment elements for each change programme.

Operational and Business Transformation ConsultingWorking on a contract basis. 4OC works with all organisations delivering public service to make the most effective use of the public purse in a way that engages those who deliver the services and benefits those who receive them. Appointments delivered through 4OC have included the following:Care Quality Commission Director of Business Change Delivery for Customer Support Services March 2016 – August 2016Reporting to the Director of Customer Support Services, a member of the CSS Senior Leadership Team (SLT) and accountable also to the Executive Director of Customer and Corporate Services. Responsible for the overall scoping, design, build and delivery of an 18-month transformation programme for a modern public sector support services team spanning seven geographical locations throughout England. Health Management Limited (MAXIMUS UK) December 2015 – Feb 2016Operating Solution Lead for National Diabetes Prevention ProgrammeReporting to the Head of Business Development Health - Bid Director. Working as part of the UK Health Business Development Team. Responsible for the design the Target Operating Model, development of Key Operating assumptions and the design of an implementation project plan to support a bid submission commissioned by NHS England for the National Diabetes Prevention Programme.

• Responsible for implementing strategic transformation programmes within the Welfare Division. • Accountable for the design, implementation and product management of Service Delivery contracts including A4e’s Operating Models for New Deal, Flexible New Deal and Work Programme.• Responsible for operational performance improvement and all divisional change. Key priorities being to drive efficiencies and maximize performance outcomes using management information and operational experience to gain insight, design products, systems and processes and implement business improvement activities. • Operational Lead on two significant Welfare to Work contract bid wins – the biggest win by one single provider for Flexible New Deal (FND 5 Regions, an £800m Government Contract) and Work Programme (WP 5 Contract Package Areas, a £550m Government Contract). • Business Readiness Lead responsible for the implementation of FND and WP contract wins taking approximately 1000 staff, 50 partner delivery organisations and 100 locations through a period of significant change to establish a single operating model and embed a cost effective, quality service which delivered performance for our stakeholders and customers. • Designed and implemented a £6m operational IT System in an agile development environment.• Managed the Quality Assurance function within Flexible New Deal Programme Delivery being responsible for assurance and compliance of service delivery, reporting both internally and to funders. Led on the Department of Work and Pensions Provider Assurance Team Audits.

• Joined as Operations Director for North East & Scotland. Following a restructure in 2007, gained additional responsibility for all A4e contracts operated in the North (North East, North West and Scotland). • Responsible for a £20m P&L budget with the main income being generated from Public Funded Contracts across 20 branches and approximately 200 staff.• Business Plans met and exceeded for period of employment.• Fully conversant with LSC, DWP, JCP and ESF funding streams, predominantly under DWP’s New Deal Prime Contracts. • Experience of managing and implementing the Offender Learning and Skills Strategy (OLASS) contract within Cumbria which was a pilot area for provision within custody at Haverigg Prison and the community thoughout the county of Cumbria. • In October 2008 gained additional responsibility as Account Development Director managing the relationship nationally with the Department for Work and Pensions (DWP) and leading on A4e’s Performance Improvement Strategy.

• Led the strategic development of training company in designing new skills programmes and projects across the region. • Fully conversant with LSC, JCP, ES and ESF funding streams, managing contracts in excess of £4m. • Appointed as Nominee for Adult Learning Inspectorate (ALI), non departmental public body external inspections, that became part of Ofsted.• Contributed at a national level through the British Chambers of Commerce as a board member of the National Skills Network and the National Skills Practitioners Group.

• Following a fundamental strategic review, invited to take up the new post of Director of Marketing & Development with responsibility for all aspects of marketing, communications and product/service development. • Developed a new corporate identity and brand along with a change plan for 200 staff and 5,000 member businesses. • Researched and designed a revised membership package with the introduction of new products and services to meet our key strategic objective of membership retention and growth. • Organisation design and implementation of the new Marketing & Development team. • Responsible for the Marketing budget and business plan.

• Managed the training business and its growth from 6 to 10 training centres throughout the region.• Responsible for a £4m P&L budget with the main income being generated from Public Funded Training (£3.5m). A smaller proportion of income came from FEFC, Employment Service and Commercial business. • Exceeded business plan by 25%.• Responsible for operational and sales performance within the Training Business. • With a clear understanding of the business needs and the market, led the marketing and promotional activities of the Training Business. • As Operations Manager invited to sit on the Board of Directors playing an instrumental role in developing a new corporate strategy.

• In January 1995 the Teesside Chamber of Commerce merged with Tynedale and Tyne & Wear Chambers to become the North East Chamber of Commerce. The first UK Regional Chamber of Commerce.• Responsible for the development of all Training Services both in the Private and Public funded sectors. • Led on the integration of the training business as a result of the merger to ensure that our organisation maximised the opportunities of bringing three organisations together whilst mitigating the risk of such a major change programme to our funders and customers/learners.• Instrumental in ensuring the strategic aim of being one of the largest training providers in the North East with a reputation for quality and success was achieved.