Directorate of Joint WarfareMaritime Warfare Centre- Military Analysis- Advanced Warfare Management- Joint Operational Planning (theatre level strategy)- Allied (NATO) Planning Methodology

Joint Services Command and Staff CollegeUK Defence Academy- Command, Leadership, and Management- Military Analysis- Strategic Studies- Defence and Security in the International System- International Relations and Globalisation

Directorate of People and TrainingRecruiting Field ForcePart of a small management team driving all Royal Navy and Royal Marines recruitment in the most heavily populated of the six UK Regions. Business area includes 30%+ of Greater London caseloading, and all from two Armed Forces Careers Offices covering Kent and Sussex. Proven performance against challenging targets as the Royal Navy actively grows into the next decade.

Directorate of People and TrainingTraining HQ Division

Directorate of CapabilityMaritime Capability DivisionAssigned to the Maritime Capability division to plan and organise the Royal Navy involvement at the high profile DSEI (Defence and Security Equipment Industries) International Exhibition. The Assistant Chief of Staff (MARCAP) suffered a gap in his outer office civil servant Executive Assistant; having been identified as having aptitude and capacity, I was able to fulfill this challenging role concurrently with DSEI project obligations.During this period, I successfully overhauled the diary of an overstretched senior executive officer. By scrutinising the scheduling of this officer's previous executive assistant on a "line-by-line" level of detail, I was able to de-tune both the frequency and duration of commitments to the extent that his "at desk" time increased by over 50%. Although meetings and commitments remained a large part of this officer's daily engagement, by devising and delivering increased support from his subordinate desk officers, I enabled him to be better prepared and more effective for high level decision making vital to the organisation's development of maritime capability.

In this advisory role within the US-led Combined Maritime Force, I focused on developing operational and planning skills of naval officers from the Gulf Cooperation Council (GCC) as part of the Saudi Arabia led Combined Task Force 152. I worked with officers, most of whom were above my own grade, gaining a deep understanding of the culture and outlook of the GCC members.My responsibilities included coaching and mentoring these officers across a broad spectrum of organisational tasks. As a British officer, I provided regular instruction on the use of classified US IT networks, contributing to a 140% increase in data submission frequency from supporting assets.

In key roles including Intelligence Officer and Aviation Safety Officer, I provided stability during a comprehensive refit, transitioning from refit staff to permanent ship staff. I initiated a relationship with a local Royal Artillery Regiment, centered around our mutual implementation of a new air defence system.Throughout my tenure, I was commended for my compassionate yet driving leadership in the Electronic Warfare sub-department. Building on my previous position, I gained additional experience liaising and engaging with senior representatives from other government departments.

Joining the ship prior to a nine-month operational deployment at sea, I quickly adapted to service management, particularly for young sailors experiencing their first extended time away from home. My approach resulted in two of my junior sailors being rated in the top five onboard and selected for promotion. The deployment involved 25 port visits in 22 countries, each requiring careful planning and execution, and serving both UK Defence and Trade interests.Given the small group of ship’s officers onboard, I gained considerable experience in organising complex port visits, liaising with the offices of HM Ambassadors and High Commissioners, and communicating with host nation officials and officers. The appointment concluded with the detailed accounting and filing required to place a ship into an extended refit period, further honing my organisational and administrative skills.

During this intensive training period at BRNC, I developed a strong foundation in various aspects of naval operations and professional leadership. My training included directing and coordinating workforce resources, incident management, corporate and VIP liaison/hosting, staff work in support of the Commanding Officer, and visit planning and liaison. This period of training was divided between BRNC and vessels in active service at sea, further broadening my practical experience and understanding of naval operations in small ships (SANDOWN Class) and capital command and control platforms (ALBION Class).

In this multifaceted role, I honed my versatility and adaptability, serving as a professional musician skilled in numerous genres. Responsibilities extended beyond music, as I also supervised public event security and managed unit merchandise for sale to the public. My commitment to public service and safety was further demonstrated by my qualifications to act within the Medical Emergency Response Team (MERT) and my training in the decontamination of CBRN (Chemical, Biological, Radiological, Nuclear) casualties.

Working to support output across the directorates of Euro-Atlantic Security and Operations & Commitments. A genuinely “joint” environment, working closely with military colleagues across all armed services, MOD civilians, other government departments, and international partners.

In this early role, I developed foundational skills in responsibility and leadership, often stepping up to the Senior Recreation Assistant role. I also gained qualifications as a national pool lifeguard and was trained to public service standard in First Aid.