Recruited to assist with an extremely large multi-faceted public sector transition programme. Working across multiple organisations to ensure that the real barriers to change are unlocked in an organised and programme managed way.

Managing the processing and payment of invoices for circa. 800 Interim and Agency staff in the Legacy Management Team across England, working in close consultation with director-level management, recruitment agencies, interim professionals, and other departments:Key Results- Led team to ensure consistent achievement of challenging targets- Managed, prioritised, escalated, and quickly resolved issues- Prepared qualitative and quantitative reports for directors and other stakeholders- Restructured team and recruited to a new establishment- Maximised resources with the design of team roles and development plans- Organised team meetings to share new systems and processes, and maintain best practice- Innovated systems, routines and processes and ensured an audit trail was maintained- Trained the Buying Co-ordinator in raising Purchase Order requisitions and receipting- Administered invoices and payments

People Transition Project Manager in the largest transition programme in the history of the NHS. - Managed a programme of HR work streams to transfer all NCL PCT functions to Receiving organisations in the new system - Built a team to help drive the organisation successfully through transition - Led completion and submission of due diligence data to the Department of Health and other People Transition handover activities (as part of relevant TUPE/COSOP transfers) to ensure engagement with NHS London People Transition Team and Receivers. - Partnered other healthcare organisations to support their recruitment processes - Worked with HR professionals and oversaw project issues to manage the exit processes for non transferring staff - Developed project, stage and programme plans, and provided updates to key senior stakeholders up to and including PCT Cluster CEO, and external stakeholders such as the NHS London PTT team - Consulted with other NCL transition teams such as Communications to develop and agree staff communications throughout the transition period- Oversaw key project team and ensured their skill sets were best matched to relevant work streams to ensure a smooth programme of work activity took place - Developed work packages, identified and managed risks, issues, dependencies and quality assurance, and made key best practice decisions - Advised and recommended actions, and prepared strategic reports/briefings for the Director of HR, Steering Groups, and others - Collated and analysed qualitative and quantitative information, developed business cases and contributed to project "products"

Worked as part of a small project team to ensure effective closedown of the NCL Cluster as part of the most complex People Transition programme in the history of the NHS. - Assurance management included updating and monitoring People Tracker and workforce documentation and providing updates as and when required by senior management. - Analysed data, including pivot tables to provide timely information for project reports - Assisted with job matching to ensure individuals matched to correct roles - Distributed letters to staff, and matched outcome letters and “at risk” letters - Liaised with external stakeholders including NHS London people transition team - Ensured all electronic & hard copy files are kept in an orderly fashion to provide a good audit trail - Created reports for senior management to allow effective updates at London transition meetings Key Results - Ensured staff receive all relevant communications on time and in a clear and concise manner - Successfully stepped up and took on extra responsibility to cover annual leave absence of Project Manager and received positive feedback from management

Promoted to contribute to this prestigious flagship store’s operational management. Ensuring the achievement of quality service and revenue targets through leadership of 80 flexible workers including but not exclusively to Customer Service Advisors, checkout staff, cash office staff, delivery service team and the Welcome Desk.- Section management, shift handovers and business review meetings, determining strategy, planning workloads, formulating service initiatives and resolving operational issues - Setting business plan and objectives for section. Putting Long term planning strategy in place and regularly reviewing progress – adapting to changing environments - Seasonal planning far in advance. Working with the rest of the SM team to deliver branch results - Ensure that KRA’s are on target and all KPI’s are met - Resolve operational issues through investigation, questioning and finding the route cause – either take disciplinary action or help Partner to find new systems/procedures to avoid repeat mistakes. - Contributing to the recruitment, leadership and development of Assistant Section Managers and develop the entire team including appraisals and determining outcomes of annual pay reviews and bulk recruitment - Communicating information to management, staff and customers throughout the store Key Results - Coached and developed the capabilities of two team members onto the ASM Trainee Scheme - Engaged and built rapport with staff - improving retention and cutting hiring and training costs - Optimised Welcome Desk and Delivery efficiency by reducing the excess number of Partners - Reduced financial loss via check-out observations and identification of two fraudulent till actions

Selected from 2000 applicants onto the Retail Management Trainee Scheme which focused strategically on key business areas - budget management, staff engagement and stock control: - Outperformed personal targets, and ensured frequent achievement of daily team targets - Organised and led whole store team meetings of up to 200 staff and encouraged and acted on contributions - Acted as the driving force in Mystery Shopper Gatekeeping sessions to inspire best practice