Set the strategic policing priorities for London through the Police and Crime Plan.Drive delivery of the Police and Crime Plan by providing system leadership, ensuring that MOPAC commissioned services, partners and the Metropolitan Police deliver the right outcomes to meet the priorities in the Plan.Programme management of the Mayor’s Police and Crime Plan. Matrix management across MOPAC and co-ordination with City Hall. Ensure effective programme controls and robust reporting are in place, key strategic partners are engaged and effective relationships maintained.Ensure that the Mayor is able to secure the efficiency and effectiveness of the Metropolitan Police by setting the strategic framework for oversight, including through the management of the public facing London Policing Board and influencing key delivery partners Lead on policing policy, ensuring that appropriate long and short term policy responses are developed and implemented across London.Policy lead for data and digital policy, emerging technology including Artificial Intelligence, data ethics and wider policing ethics. Mayoral liaison to the London Policing Ethics Panel and member of the APCC Biometrics and Data Ethics Working Group.Lead on corporate governance, including risk management and governance improvement, to the high standard expected by the Mayoralty and MOPAC Audit Panel.Head of Profession for Project, Programme and Portfolio Management.

Member of MOPAC Board, advising the Mayor of London on Policing PolicyOverall responsibility for Policing Policy for the Mayor of London and oversight of the Metropolitan Police.Responsible for MOPAC’s strategic communications and stakeholder relations.Responsible for engagement with London’s diverse communities, including the delivery of the Mayors Action Plan for Transparency, Accountability and Trust in Policing.Responsible for MOPACs Countering Violent Extremism Programme

Oversee the development of strategy. Responsible for the development of the Police and Crime plan including ensuring a sound evidence base and managing stakeholder and public consultations. Oversee the development of MOPACs supporting strategies including the Mayors Action Plan to improve trust and confidence. Oversee the delivery of the Police and Crime Plan programme. Including ensuring effective programme controls are in place, key stakeholders are engaged, effective relationships maintained and portfolio risks managed.Head of Change. Responsible for the delivery of the organisations change programme in support of the new CEOs vision, including ensuring that Diversity and Inclusion underpins each project.Senior Risk Manager responsible for the identification and management of corporate level risk.Head of Data and Digital. Developing and overseeing MOPACs digital strategy. Delivering organisation wide Smarter Working programme, including the necessary HR policy changes and learning and development support.Responsible for the London Criminal Justice Board. Working closely with a range of organisations including Local Authorities, Government Departments and third sector partners to ensure the delivery of core Mayoral Priorities.Organisational lead for data ethics. Setting the policy approach to data ethics and ensuring effective oversight of police use of technology and data.Oversee external relations and communications. Ensuring that MOPACs external communications are of a high standard and convey the right strategic messages.Management of MOPACs Private Office. Ensuring effective support for the Deputy Mayor and Chief Executive. Managing relationships with the Mayoral team and Metropolitan Police.Data Protection Officer for MOPAC.

Responsible for Operational Strategy and Performance. Directed operational priorities through production and annual refresh of the organisations Operational Strategy. Responsible for managing organisational performance and directing operations to address critical system threats through operational tasking. Directed operations of nearly 5000 staff to address critical system threats. Developed the organisations Target Operating Model. Developed a revised TOM in support the new strategy and set up portfolio of change to deliver it.Programme Director for automated workflow. Delivering a large business critical ICT based change programme. Led a programme delivering a workflow tool which delivered £1.7m per year in savings. Health and Wellbeing Champion. Led the organisations health and wellbeing strategy. Chaired health and Wellbeing staffing group to steer strategy implementation.Led critical Operational Review. Commissioned by the Permanent Secretary, as a result of my trusted position in the organisation, to undertake a review of a reputationally damaging operational failure. Due to high political sensitivity I completed the fieldwork in 3 days and produced a report on a complex issue, containing 9 improvement recommendations, in less than a week.Mobile Apprentice programme Director – Delivered a ‘mobile apprentice’ function on behalf of the Home Office providing surge capacity to other operational functions. This initiative provided experience of and access to the civil service for a much more diverse candidate group than traditional recruitment routes, providing them with a level 3 NVQ qualification. Managed a needs-based application process to allocate resource in a transparent way.