Reporting to the Head of Visitor Engagement, I was responsible for ensuring that Visitor Services contributed to and implemented the Museum's Corporate Plan and Mission by developing and driving an annual departmental plan. As a key Museum line management role I contributed to and implemented corporate governance on risk management, financial/fraud policies and procedures, HR policies and procedures, Health and Safety - acting as lead for Public Engagement. My role carried responsibility for the design, delivery and review of high quality ‘front-of-house’ services. This encompassed responsibility for management of the visitors' experience from the grounds and entrances, the welcome, reception, information and ticketing areas, cloakrooms and the galleries covering any Visitor Services-led gallery activities. I also coordinated with other sections and departments across the Museum such as the Project office, Events and Catering and Estates. My teams were also responsible for our switchboard, helpdesk, school bookings and ticket sales via phone services.

Reporting to the Head of Visitor Services I was responsible for ensuring high quality, visitor focused, excellent service at all times with safe and enjoyable visitor experiences. Heading a leadership team of 9 we managed and administered the Front of House section of the Visitor Services department, this includes Front of House gallery management, Queue and Crowd Management, Visit Planning and the Cash Office functions. I also oversaw the departments Health & Safety management and coordinated the Museums Duty Management roles, these roles managed the operation of the Museum and response to any urgent or potential emergency situations.

Reporting to the Head of Park Operations I was responsible for the day-to-day operation of the park, ensuring high standards of park presentation and Guest service / delivery and reacting to any issues or concerns. A key part of my role was driving standards across all operational and commercial departments in line with our Service Standards, Mystery Shopper Criteria, KPI results and Guest & Cast Feedback. 5 days out of 7 I carried out the role of Park Manager, leading and motivating the ‘number one’ park management team and park's staff to deliver the business to our Guests also responsible for safety practices within departments as well as across the park on an operational day. In the event of any incident my role would change to Incident Manager, managing any incident that occurred to a smooth and suitable outcome using park staff and number ones. As Guest Experience Manager I was head for 3 departments, Guest Services, Security & Cast Facilities, managing team to operate departments, direct team of 2, indirect of 60. I held budgetary control of £300K, as well as assigned capital projects and budgets. Projects included working with Cast Development Manager to lead a Culture Change across the business and a 2 year project to lead the Security Team to change the operation and mindset to be more Guest focused.

Reporting to the Head of Park Operations I was responsible for 3 departments: Rides & Attractions, Park Cleaning & Car Parks. I lead a team of 6 to operate these areas which also relied on up to 300 seasonal staff. Responsible for safety practices within all 3 departments, ensuring teams followed codes of best practice with overall responsibility for safe, fast and efficient ride operation driven by short queues and guest feedback / complaints. My leadership of direct team allowed us to obtain good result levels of Key Performance Indicators, Guest & Cast feedback and Guest / Customer Service. In this role I also had to act as Park Duty Manager, Media Controller, Park Incident Controller on a regular basis. I had budgetary control of £1.2 million, the majority being staffing costs which required tight setting and review in line with Guest numbers and forecasts.