I work with the whole business to prepare our strategy and report on what we've achieved. This includes: Creating a strategy that supports our £4.5bn project. Providing insights and analysis of the external and internal factors that could impact our project. Relationship management with critical stakeholders e.g. government agencies Risk management to stay on track and on budget. Reporting our performance e.g. for shareholders. I'm proud to work for an organisation that is creating a legacy of seven new public spaces on the Thames. We are a water company delivering a world leading £4.5bn investment project. We have already built a 25km tunnel under the Thames. Our relationships with local communities are strong and include building play areas, creating public artwork, and a rowing programme with London Youth Rowing. The project's investors have contributed £1.3bn this includes many pension funds - 2.7m pension holders have a stake in Tideway. Tideway is also the single largest issuer of green sterling bonds in the world.

Led and delivered:Organisational wide prioritisation model, identifying the greatest risks, quantifying their impact on consumers and proposing the potential interventions. I developed the hypothesis and implemented a methodology for creating our Business Strategy. Leading Strategy Sessions with the Board and Executive Team.

Secondment from Financial Conduct Authority (FCA) to GemservAn enjoyable and successful time designing and delivering major initiatives: 1. Gemserv’s 5 Year Strategic Plan – creating insights and market analysis and using company metrics to lead and design the Board strategy day and publish a new strategic direction; 2. An innovation plan for Gemserv – creating ideas and liaising across the organisation to seek contributions and identify ways to support new entrants to the market. Working with Marketing and Communications to design and embed plans across the business;3. Corporate Responsibility Strategy – investigating best practice and identifying the best options for Gemserv that were stretching but achievable. 4. Supporting development of Opportunity Assessments to identify new revenue streams for the business.Here's what some of my colleagues have said. "Overall, I have been impressed by Jennifer’s approach to her secondment and by the pace at which she ‘got up to speed." Competencies/ behaviours that Jennifer has displayed are: 1. Build relationships - Respected by peers and senior managers alike. The strategy day received very positive feedback from the Board.2. Project management – keeping multiple tasks on track, identifying clear timelines and deliverables with clarity over roles and responsibilities. Flexible in taking on board inputs to projects from senior managers/ Board members, often late in the day. Pushing back where suggestions were unlikely to work. The strategy refresh was a pressure project and required great resilience in keeping things on track.3. Comms – Producing collateral for a all media channels and varied audiences, publications, internal workshops and briefings, Board, Executive and all staff presentations. Twitter content and blogs. 4. Judgement – calm under pressure. Quick to find workable ideas to address challenges and pragmatic to make the right choices to get the right result.

Winning the 5 Star European Excellence Award, working across the organisation to identify its achievements and deliver new improvements. My work was recognised by the award body, we'd "strengthened [our] scores in some of the key criteria against a backdrop of considerable change". An independent recognition of my ability to deliver continuous improvement and drive up quality services. https://www.bqf.org.uk/news/ssat-is-recognised-for-excellence/