•Responsible for managing active grants across National Lottery, National Portfolio and Capital. •Project lead on funding for 2 places in Northwest working in partnership with local authorities, other funders, communities and inward investment. •Assess grant applications for different funding programmes including capital, volunteer, grass roots music, museums and libraries.•Responsible for grant monitoring, reprofiling, payment releases and agreeing action plans for amends to activity plans and reporting.•Responsible for assisting central departments in the design, delivery and continuous improvement of grant programmes to ensure they meet the needs of freelance, national portfolio, place stakeholders and communities. •Deliver in person and online national and area advice sessions to groups across all funding programmes and 121 advice sessions using data to inform priorities and time allocation. This includes reviewing applications and giving feedback to unsuccessful applicants.•Advise organisations, individuals and boards on business and cultural strategy planning, recruitment, organisation restructures and peer networks. •Use data tools to monitor KPIs and identify new grant opportunities.

As a Board Member, I used my commercial experience in ticketing, revenue management, marketing, business planning, membership and fundraising to support the Everyman and Playhouse through a period of business transformation. Resulting in a successful revised Business Plan submission to Arts Council for continued funding.

•Implemented new marketing and fundraising department structure and roles for new venue. •Devised all Job Descriptions and managed recruitment process. •Designed and implemented new membership and donor/patron scheme, including all supporting marketing materials, business administration processes and launch campaign.•Mentored the new Director of Marketing and Development from initial recruitment to opening.

•Implemented a change in theatre brochure production and delivery (print, digital and customer data analysis) to achieve £300k savings per year.•Implemented a centralised process and procurement project for Theatre Card, ticketing and direct mail achieving £100k of savings and delivering new contracts with third party suppliers.•Secured management, employee, and external stakeholder buy-in to centralise the production schedule and delivery of brochures in new magazine and digital formats.

•Implemented a 3-year marketing strategy for the College including; marketing plan, recruitment and retention, restructuring department and schools liaison, CRM strategy for application conversions, draft plan for new website and content and recommendations for adult education and leisure centre marketing. •Marketing representative for Board of Governor meetings, presenting monthly reports and annual plan.•Managed the Schools Liaison Manager, student ambassadors and Charity Committee.

•Implemented a new marketing and fundraising plan and contributed to the restructuring of the music tuition team. Resulting in a small surplus at year end. •One of 5 trustees who successfully secured funding for FY 17/18 as the music hub for Cheshire East, funded by DCMS.

•Designed and implemented ATG Theatre Card (now ATG +) to the UK. •Implemented an acquisition and retention plan using CRM systems to increase membership from 65,000 to 110,000 members by second year.•Increased audience attendance from 1.7 to 2.7 visits per year to deliver 10% of all ATG ticket revenue. •Project managed the data team to analyse the customer database to identify new opportunities for targeting and innovation resulting in the launch of ATG Theatre Card Gold in November 2014 delivering £100k in year one.•Member of the ATG Graduate Taskforce Team which designed and implemented UK theatre’s very first Theatre Manager Training Scheme (15+ alumni are now Theatre Managers across the UK and international). •Managed a membership team of three and relationships with HODs in ticketing, CRM and finance to utilise new technology for growth.