I lead a team aiming to deliver the ambition of every child going to a great school in the West Midlands. We work with multi academy trusts, free schools, local authorities and dioceses to jointly work towards this aim. I seek to lead my team inclusively to achieve ambitious improvements.

I oversee the Lincolnshire and Leicester, Leicestershire & Rutland teams in the Regional Schools Commissioner's office for the East Midlands & Humber. My team delivers free schools, academy conversion, grant funding and provides support/challenge to academy trusts.

I lead the delivery and implementation of the Academies programme in Leicester, Leicestershire and Rutland, working closely with headteachers, local authorities and dioceses. This involves supporting under-performing schools and supporting the development of high quality Multi Academy Trusts.

I oversaw the planning for training and project management to launch Universal Credit across the UK.I worked to build greater coherence across the different DWP services that are provided for people who need support and to continuously improve the quality of the services that people receive from us.

I led NCTL's programme management office, supporting NCTL to develop and embed a programme management approach to its work and to ensure effective business planning and reporting.

Responsible for overseeing two national programmes involving 4,000 outstanding/ good headteachers supporting schools in challenging circumstances to improve.• Lead a team of seven to deliver funding and events for outstanding headteachers I oversee seven budgets, totaling £13m per financial year.• Lead a new partnership with Ofsted to select, train and deploy 200 outstanding headteachers as Ofsted inspectors within a short time frame.• Lead funding programmes providing over £24m to enable good schools to support other schools to improve.• Secured ministerial agreement for a £5m schools funding programme.

I was flexibly deployed to lead strategically important projects for the National College.• Project managed the commissioning of a strategic partner to enable the National College to successfully deliver new, high profile services for councils' directors of children’s services. • Project managed the design and development of five leadership development programmes, including the College's flagship programme (NPQH).• Project managed work to develop the College's quality assurance policy, in partnership with colleagues across the National College. • Designated as a College Lead Coach and coached 12 staff members.

I had oversight of the City’s community development support, voluntary sector relationships and led the development of its preventing violent extremism work.• Managed a varied multi-disciplinary team with 14 staff members, with a budget of £1.8m. My team's work was highly politically sensitive and I worked closely with councillors.• Project managed the successful commissioning of an organisation to lead patient engagement in health services (Local Involvement Networks) for both Nottingham City Council and Nottinghamshire County Councils within very challenging national timescales. The Department of Health used the specification I wrote as an example of best practice.• My team and I built new relationships with Muslim faith and community leaders to take ownership of the government’s preventing violent extremism agenda. I represented the Council on the Government Office’s regional steering group. • Developed the Community Development service’s operational plan and was service lead on finance and equality & diversity.

• Programme managed six project teams to develop and implement the Association of London Government’s commissioning processes and priorities for a £28m investment programme, reflecting London boroughs’ diverse needs.• Secured political approval for the changes, despite a change in political control of the Association of London Government.

• Managed grants officers to effectively award grants from a budget of £4m and removed funding from failing organisations in politically challenging circumstances.

• Programme managed an efficiency drive and realised £80,000 savings and identified further savings of £400,000, that were subsequently implemented by business partners.

• I project managed the development of two lottery funding programmes • Managed a team of nine people (five of whom were based in regional offices) to approve £125m funding for building projects