As Director of St Johns Almshouse I have taken an ailing Charity and identified and implemented steps to safeguard its future. I have ensured the protection and conservation the collection and historic buildings. I have also ensured compliace and introduced operational processes as required.As the Director of the St Johns Almshouse I am responsible for a complex £3m project, change management and comms. I am the representative and spoke person for the Charity. In undertaking this role, I work closely with theBoard of Trustees.

The Jurassic coast is an incredible a 95 mile stretch of coastline. Designated as a World Heritage Site, it encompasses beaches, scenery, heritage, geology and natural beauty. The Jurassic Coast Trust works to protect and conserve the World Heritage Site and to enable it to be of benefit to people. The Trust acts as a champion for the World Heritage Site, bringing together partners, local communities; encouraging collaboration and furthering the understanding of the special area both from a specialist and public perspective.Excitingly, the Trust is embarking on the exciting creation of a new museum ‘The Jurassic Coast collection’ which represents collaboration between a range of private and public collectors developing a range of digital and special exhibitions. This will not only provide public access to this incredible collection, but will also ensure its conservation.In this role I have a key remit regarding the development of a new international fossil museum. I also provide guidance in relation to the Charity's operational success

Eco-kids was created by my son and I with the aim of engaging children in ecology, the environment and climate change. We do this though monthly events. Each focuses on a specific theme, is interactive and educational (and often includes eating cake).This year’s events include:- Following a deer rut- Star gazing with the local National Landscape - Visiting a beaver lodge- Den building, smokehouse, foraging and tracking- Rushmaking

In my post as Director of Business & Development at the American Museum & Gardens I was responsible for the strategic direction and management of all commercial aspects of the museum including membership, MarComms, fundraising, venue hire, F&B and retail. I was the sole internal director for the trading arm of the museum American Museum Enterprises. I was also responsible for commercial innovation across the museum.I was a member of the Senior Leadership Team at the museum, with responsibilities including HR, Vision and Strategy, Union relationship and salaries.In my role I demonstrated a successful and caring management approach. My team felt empowered, engaged and listened to. I provided clear coaching and development as appropriate. Key achievements include:• Instigation, development and management of the Museum's first Christmas Lights event, which widened the museum's audience base, increased awareness of the Museum, increased visitor numbers by 50% and brought in a profit in a year when many competitors were making a loss.• Strategic development and implementation across the commercial components resulting in an increase of 75% increase in income for venue hire (2021 to 2022), 65% in memberships, 47% in F&B and 912% in retail. Together with a significant uplift in film hire, including interest from CNN, Netflix, More4 and Discovery Channel.• Project initiation and development for the redevelopment of the kitchen and café• Development of the team: Recruitment of a full kitchen team (a major achievement in the current climate) as well as other posts.• Development of business cases for new commercial aspects at the Museum, such as the development of plant sales• Implementation of a risk register for the organisation• Stakeholder management with staff, Trustees and local community

As Head of Commercial South West I was responsible for the coordination of commercial teams to enable successful commercial delivery, achieving an annual turnover of £38m (£20m F&B, £11m retail and £7m holidays). I had overall management responsibility of commercial components of the South West regional projects list totalling £27.8m over 19/20, 20/21 and 21/22. I was also responsible for the leadership and management of a high performing multi-disciplinary team, enabling successful project delivery and consultancy support.Key achievements in my role include:• Development of a regional commercial delivery plan • Identification and development of a range of commercial initiatives for the region• Increase in F&B contribution by 25%, retail by 2% and holidays by 1%• Strong relationships built with General Managers, and consultancy and national colleagues

As Business Manager at National Trust for Scotland I was responsible for • Overall responsibility of the Glasgow & West region projects list (totalling £5.7m in 18/19)• Budget setting and management (with responsibility for a £2.2m budget)• Day to day support for operational management • Responsibility for regional complianceKey achievements in this role include:• Directly responsible for management and delivery of a number of large projects • Organisational figurehead for the region for media• An increased focus on the visitor offer at properties• Successful fundraising work

As General Manager for the NTS, I lead the West Central region, with responsibility for:• Strategic leadership of the region• Management and leadership of 9 geographically displaced Property Managers• Overall responsibility for 80 staff and 100 volunteers• Coaching and development of staff• Responsibility for compliance • Overall responsibility for achieving the £2m budget for the region• Identification of capital projects and commercial generation opportunities• Project management of relevant capital projects• Key stakeholder relations, both internal and external• Close working alongside colleagues (conservation, buildings, estates, curatorial etc.)• Acting as a conduit between head office functions and the region• Ensuring the maintenance and conservation of the buildings of the regionKey achievements include:• Increase in total visitor numbers from 2015 by 2%• Implementation of a successful customers service programme.• Regional turnover increased by 20%• Increased visitor numbers through key initiatives at specific properties (Geilston Garden playground (25% increase), Crarae Garden café (9%) and Holmwood House re-stencilling (28%). • Financial surpluses achieved for the first time at 2 properties• Development of the region concentrating on awareness of audiences, income generation, commercial awareness and customer service• Significant development of the events programme across the region• Development of strong relationships with senior representatives internally and externally

Costain Heritage is a specialist heritage consultancy which I established in Spring 2008. Costain Heritage provided strategic business services to museums, heritage organisations and visitor attractions. This covered a wide remit, including the preparation of business plans, options appraisals, activity plans, audience development plans, income generation, fundraising and other long term strategy documents.I ran Costain Heritage on a freelance basis, and frequently select colleagues from among the rich network of specialised heritage consultancies to ensure staffing appropriate to each project.

As principal consultant at Continuum, I led their business consultancy department, managing a team of consultants and specialising in the preparation of options appraisals, audience development plans and business plans for heritage sites and museums.

As Group Finance and Planning Manager for the Planning and Development department, I played a senior role in the organisation. The role encompassed performance management and financial control of the department, together with internal consultancy work. I was responsible for the management of a large budget. This encompassed overall control of the budget together with related financial performance reporting. I was also responsible for internal consultancy projects, such as the transfer of responsibilities between departments and assisted with a significant departmental restructure. As part of this role, I managed a team of people.

Management of numerous cases involving insolvent or troubled companies across a wide range of commercial areas; in many cases including management of the firm itself while still trading.