Political decision-makers have a tremendous number of issues to handle, as well as surprise events that inevitably distract their attention. In addition, organisations – established and new – need to communicate with decision-makers to offer advice, credible solutions and also to challenge poor policy.But lobbying is a crowded space with many organisations trying to be heard. In addition, for a very busy senior public affairs pro, there's constant pressure to perform… Show more Political decision-makers have a tremendous number of issues to handle, as well as surprise events that inevitably distract their attention. In addition, organisations – established and new – need to communicate with decision-makers to offer advice, credible solutions and also to challenge poor policy.But lobbying is a crowded space with many organisations trying to be heard. In addition, for a very busy senior public affairs pro, there's constant pressure to perform well, to lead well and to demonstrate added value internally.It isn’t easy to be a great public affairs leader for your team and colleagues, but it definitely doesn´t have to be hard or feel lonely.This is where I can make a significant difference and make your life easier. How?(1) through focused training so you improve as a public affairs leader, and (2)bread and butter, but creative consultancy and advice that helps your team and organisation hit the mark when engaging decision makers.Organisations that have trusted me to deliver at different times during my career include:- Low Carbon Contracts Company- GK Strategy- Community Housing Cymru- Peers for the Planet- Field Consulting- Greenhouse PR- Fleishman Hillard UK- BVRLA- National Grid- UK Power Networks- Design Council- Arts Council EnglandMaybe I can make a big difference for your organisation.Send me a DM and let´s chat. Show less

“You lobby on electric vehicles, but you don’t drive. Hilarious!”That’s what a jovial MP said to me at the end of our meeting. But by the time I left here I was happy to have learnt more about the amazing intersection between energy and transport, including:- urban transport mobility- local air quality- electric vehicle taxation and regulation- charging infrastructure- road safety, and - customer/consumer protection.Even more satisfying was… Show more “You lobby on electric vehicles, but you don’t drive. Hilarious!”That’s what a jovial MP said to me at the end of our meeting. But by the time I left here I was happy to have learnt more about the amazing intersection between energy and transport, including:- urban transport mobility- local air quality- electric vehicle taxation and regulation- charging infrastructure- road safety, and - customer/consumer protection.Even more satisfying was taking the lead designing public affairs strategies on making sure the vehicle fleet sector was getting heard by ministers, senior MPs and industry stakeholders and punching above its weight in the political sphere. Here, I finessed some of my leadership skills, including:- learning how to communicate with clarity - persuasion and influence by getting CEOs and others to support my strategy- strategic thinking by providing credible recommendations for political engagement- diplomacy and confidence by having tricky conversations and learning how not to people please at workThe cataclysmic events of Brexit and the pandemic forced a life change, so it was time to park this role and move on. And I still don’t have a driving licence.But one day, one day… Show less

My time in the world of energy networks wasn’t over yet. Most of us don’t think about the energy infrastructure that’s been put in place and how important it is to enjoy a cuppa or a hot shower. Whereas at National Grid I led a superb team focusing on the transmission networks and big pylons in the countryside, here I led a new team responsible for smaller local energy networks with the aim of raising our profile, making sure MPs, local councillors knew who we were, what we did… Show more My time in the world of energy networks wasn’t over yet. Most of us don’t think about the energy infrastructure that’s been put in place and how important it is to enjoy a cuppa or a hot shower. Whereas at National Grid I led a superb team focusing on the transmission networks and big pylons in the countryside, here I led a new team responsible for smaller local energy networks with the aim of raising our profile, making sure MPs, local councillors knew who we were, what we did and how we could help the people they represented. This role also helped me learn how to motivate teams in difficult circumstances and the difficulties and complexities of managing up a lot. I got stuck into political/policy issues on electric vehicles, decentralised energy and community engagement on local infrastructure projects. Show less

Did you know the word pylon comes from the Greek word 'pyle' for 'gateway'?Chances are most people will move away quickly if you said you wanted to chat to them about electricity pylons, but for me this role was a major gateway to really helping me grow as a senior leader.No day was the same and whilst at times it felt like super hard work and very long hours, I thrived off the 10 different political/policy issues that would land on my plate every day from across this FTSE… Show more Did you know the word pylon comes from the Greek word 'pyle' for 'gateway'?Chances are most people will move away quickly if you said you wanted to chat to them about electricity pylons, but for me this role was a major gateway to really helping me grow as a senior leader.No day was the same and whilst at times it felt like super hard work and very long hours, I thrived off the 10 different political/policy issues that would land on my plate every day from across this FTSE company.During a time when the company was under a lot of political scrutiny I led my team to manage big risks from legislation, hostile political committees, and to change negative sentiment of politicians.I guided a team of three direct reports, two independent consultants and managed our public affairs agencies to ensure business outcomes.Amongst other leadership skills, by the time I left this great company, I learnt tonnes about:- how to lead public affairs teams- delegating effectively- feeding back on underperformance- communicating properly with the Executive leadership- motivating others and myself to get out of my comfort zone- getting past limiting beliefs that hampered my own and others development.P.S. Interested in learning more about pylons? I´ve got contacts who would love tell you about them :) Show less

When you are brought in as an interim consultant or freelancer you´re under pressure to prove yourself really quickly.Knowing this did make me quite nervous inside when I led the team at the Audit Commission, and that old feeling of imposter syndrome hung around for a few weeks.But, I also learnt the importance of why connecting with others well is so important when it comes to leading a team. Especially if you´re dropped in as an outsider.Learning how to win… Show more When you are brought in as an interim consultant or freelancer you´re under pressure to prove yourself really quickly.Knowing this did make me quite nervous inside when I led the team at the Audit Commission, and that old feeling of imposter syndrome hung around for a few weeks.But, I also learnt the importance of why connecting with others well is so important when it comes to leading a team. Especially if you´re dropped in as an outsider.Learning how to win trust and establish credibility as a new leader were invaluable leadership skills I developed here.Plus how to build effective relationships, and influence others across big organisations, which helped me a lot when it came to future roles.As for that imposter syndrome. Yeah, it reappeared sometimes, but learning how to manage and get around it wouldn´t have happened if I didn´t lead a team at the Audit Commission.I also worked with the National Audit Office, Business Link and with the Independent Parliamentary Standards Authority. Show less

Developing opportunities for the arts across alternative policy areas, with the aim of securing additional funding from central government, was my main focus. I devised public affairs and corporate strategies for business growth. I also led a major internal programme to create a coherent set of national planning priorities for 9 regional teams.

Worked as a part of a team at the new communications regulator to execute political outreach with politicians, officials, industry groups and NGOs. Briefed Chair and CEO for regular meetings with these stakeholders.

Key responsibility was to assist with policy research for publications to be launched at major international conference, hosted by Prime Minister Blair, and 12 world leaders. I worked closely with special advisers at Downing Street, the Prime Minister’s Strategy Unit and Lord Peter Mandelson. I also played a lead role in managing logistics and accreditation at this high profile event.

Worked in Parliament supporting David Miliband in his political and parliamentary duties. Drafting speeches, carrying out research, offering political advice, fielding press calls and liaising with his constituency office.

As part of a major policy commission on public-private partnerships, I was lead researcher with responsibility for assisting the Commission Secretary with external relations and liaising closely with Commissioners to meet their needs.