Senior management consultancy and delivery position, working to build new and sustainable capabilities in Jordanian law enforcement entities and the armed forces with our partners in Global Affairs Canada.Accountable individual for local business development, donor / beneficiary interlocutor, budget management and outcome-focused project delivery.Promoting and supporting full gender representation in the organisations with which we work.

Managing all aspects of compliance within Siren including key legislative requirements, current and prospective donor expectations, regulatory issues and relevant international standards.

Driving continuous improvement throughout SLAB through targeted audit.Providing an internal consultancy service as necessary.

Senior management consultancy position in the leading Big Four firm in the Middle East, focusing on delivery of CJ and government-related projects in the Gulf region (primarily United Arab Emirates and Saudi Arabia). Supporting clients' development in relation to emergency, disaster and crisis planning and management.Supporting a Gulf client Ministry of Interior in building a national unified crime classification system involving 36 separate agencies.Supporting the delivery of an Assessment Centre for 2,500 strategic and middle-management staff for a Gulf government client.Assisted Gulf government client to identify key pain points and capability gaps in the Security Sector. Six strategic pain points identified and key considerations, based on identified international good practice, presented as potential workstreams to address the pain points and drive up performance.Assisting clients to develop security and safety responses to the unprecedented challenges arising from the coronavirus pandemic.Supporting the roll out of support to victims of domestic violence and abuse in the region.Assisting a Gulf government client to make use of demand data and supporting qualitative drivers in strategic forward planning.

Management consultancy position within a private sector consortium, overseeing on-budget and on-target delivery of five strategic, capacity-building workstreams in the Jordanian security sector, amounting to US$10 million, funded by United Nations Development Programme, UK Government and Canadian Goverment. Key achievements:Programme fully contractually compliant at point of closure. During my tenure the programme encountered a number of unanticipated challenges (arising from beneficiary internal dynamics) which required ongoing reprogramming and budget realignment. Reviewed and improved programme governance processes, with a particular emphasis on financial accountability to donor organisations and project outcomes and impact. New procedures were fully embedded, enabling early identification of spending variations and discussion of management and reprogramming options with donors. The governance products associated with these were singled out as best practice and promoted as such by the British Embassy in Jordan (the programme's principal funder), and other UK Government (CSSF) projects were encouraged to follow this example. Delivered 98.8% spend of ODA / Non ODA funding at the end of the financial year 2018-19. This was very positively commented upon by donor organisations, given the range of programming challenges encountered during the business year.End of programme independent audit signed off with no issues raised by the auditor. Contract ended at Project's conclusion.

Internal management consultancy and advisory position within the Ministry of Interior, UAE. Key responsibilities:Supporting and shaping the annual strategic planning and review processAdvising, on the basis of good practice, on prioritisation of strategic initiatives and outcomesIdentifying emerging strategic and organisational risks, and advising on appropriate mediating actionsWorking with key senior mangers to maintain the continuing improvement of the strategic planning and priority setting process within the organisationDeveloping several strategic workstreams - including criticial incident response; child protection; supporting the emerging Third Sector within the UAE; and counter terrorism preparedness.Key achievements:Developed new crime strategy for 2017 - 2020Developed new drug strategy for 2017 - 2020, with an emphasis on public health interventions and disrupting dealer networksDeveloped ten-year child protection strategy for the UAE, focusing on creating key capacity and capabilitiesDeveloped a process for the assessment of new business improvement proposals on the basis of their strategic fit, cost, and deliverability. This is now the default assessment tool used within Abu Dhabi Police, leading to only the most practicable initiatives being supported.Led a working group which reviewed and made recommendations regarding the senior structure of the Ministry of the Interior. Recommendations implemented in full April 2015. In light of the developing security situation in the Middle East, presented evidenced arguments for a greater focus on emergency services' preparedness. As a result, a new Department focused on intelligence-led exercising and organisational learning and development established April 2015.

Full time within busy senior public sector staff association and permanent member of National Executive (elected into post).Key roles included:Devising and delivering strategic plansDevising and implementing, and where necessary leading organisational governanceRepresenting the staff association's interests with the Scottish Government, up to and including Ministerial levelResearching, preparing and delivering reports and documents on Government policy, and scrutinising draft legislationNegotiating on pay and other terms and conditions with public sector stakeholdersMember of several national (UK and Scottish) working groups focusing on policing and people strategyTrustee of police healthcare charity with annual turnover of £4mChairing Association Finance and Risk Management GroupCo-Chairing national Equality and Diversity Working Group Providing support and mentoring to senior staff

I was part of a small team of senior managers. Our core function was to advise Scottish Ministers on the effectiveness and efficiency of policing services in Scotland. In this connection, my main responsibilities included:Delivering the Inspectorate Strategic Plan;Ensuring that Scottish policing services and key partner organisations were subjected to ongoing Best Value 2 scrutiny and audit;Reviewing existing methodologies and devising an entirely new audit and inspection structure which is outcome-focused and convergent with the new policing business model, introduced in 2013;Contributing to the ongoing scrutiny of proposed Scottish Government legislation as it affects policing.Key achievements:Leading a small team to develop new methodologies for inspection of public-facing functions and services, actively engaging with the Scottish Government;Actively delivering close interim support and scrutiny within three Scottish forces, focusing on financial management, performance, restructuring and transition leadership in the run up to national reform;Reviewing draft enabling legislation associated with policing reform and preparing appropriate briefs for HM Inspector of Constabulary.In addition, I conducted ongoing inspection and audit working in partnership with other inspectorate/audit organisations including the Care Inspectorate, Audit Scotland, Healthcare Improvement Scotland, HM Inspector of Prisons and HMIC in England and Wales. My focus included policing organisations in Scotland, and England and Wales, the UK Border Agency, the Ministry of Defence, Fire and Rescue services, local authorities and elements of the NHS.

Profile I was Head of Corporate Management within my organisation, managing thirty five staff and receiving four managers’ reports. My core responsibilities were to deliver the four year strategic plan to the Executive Team and thereafter to ensure that there were comprehensive performance management processes which identified portfolio owners and ensured that the plan was implemented successfully. I also produced a corporate improvement plan which identified key strategic drivers from external and internal audits, identified the senior staff responsible for managing and implementing these, and tracked progress across a wide range of thematic areas. I was responsible for managing my organisations’ business change programme and maintain oversight of all current projects, ensuring that Prince 2 principles were applied and that the organisation continually learned from the process. I also led on all ICT development within my organisation, and chaired the ICT steering group which set our ICT strategy and worked to an annual ICT plan. My principal responsibilities were to prioritise ICT development on the basis of organisational benefit and affordability, and to ensure that ICT projects were delivered on schedule and within budget.

I was seconded to HM Inspectorate of Constabulary to conduct an audit of the UK Counter Terrorism Strategy in Scotland. I built and led an inspection team comprising members from the police, fire and rescue and NHS, and was responsible for negotiating the development of a bespoke audit methodology which was acceptable to all three emergency services and senior Scottish and UK Government officials.I subsequently delivered all audit activity and a detailed report within a challenging timeframe. This work delivered ten strategic recommendations – supported by a significant body of evidence – which have fundamentally changed national policy in this area for both Government and responding agencies, and have ensured that Scotland is considerably better prepared to handle the aftermath of a major attack.

I was the strategic lead for Specialist Operations policing. I led and managed a staff of over two hundred, received four managers’ reports and had responsibility for a £7.6m revenue budget. My primary responsibility was to ensure that high risk and specialised areas of the Force were properly resourced, trained and equipped, and that staff were able to demonstrate consistently high levels of occupational and operational competence. I also managed the force communications and command and control centre. I reduced historically high levels of sickness levels there, eliminated a long-standing budgetary overspend of 21% within eight months and delivered performance which exceeded the requirements of a range of national KPIs.During this period I also led significant organisational change within the force. I devised and implemented an ambitious civilianisation programme, and a new investigative business model, ahead of the timescale set. These initiatives subsequently won a CoSLA Excellence Award in the category ‘Securing a Workforce for the Future’.

I devised and implemented the force’s workforce development strategy. This initiated a large scale programme of civilianising non-operational posts, projected to generate cashable efficiency savings of £3.3 million. I also researched, designed and implemented an entirely new business model for the investigation of volume crime which involved the use, for the first time in Scotland, of civilian crime investigators. Working to Prince 2 project management principles, this work involved high level discussions and negotiations with senior police officers, key staff associations at local and national levels, and with senior civil servants within the Scottish Government. As part of a comprehensive communication strategy, I negotiated the support of senior police managers, elected representatives, civil servants and staff associations. I met with key personnel on a one to one basis and, through discussion and negotiation, obtained their full support. I ensured regular media coverage in the run-up to implementation and ran several focus groups representative of local communities. I also successfully negotiated the sums of £300k and £200k as pump-priming funding for the first two years from the Scottish Government. After two successful and independent evaluations, the new business model was rolled out across the whole Force area and has helped to drive up sustainable levels of performance in crime detection, customer service delivery and victim support.