• Maintaining full responsibilities from my previous role of Senior Intelligence Analyst until such time as recruitment was completed (July 2023), including completing a further full Strategic Assessment process.• Leading on the development and implementation of improved processes towards a risk-based approach to effective tasking and coordination of SIA assets, at Regional and National level across the organisation.• Management and leadership of the SIA’s response to Serious and Organised Crime (SOC) within the private security industry, building strategic partnerships with key partners and managing the SOC Intelligence Single Point of Contact whose role is to operate at a tactical level with external and internal partners.• Support Head of Intelligence in the running of an effective intelligence team, seeking opportunities for professional development of the team and building relationships with all departments across the organisation to ensure collaborative working to achieve the common goals of the SIA; to protect the public and raise standards in the industry.• Deputy Project Executive for a Directorate ‘root and branch’ review (Project Evolve) to identify areas for improvement in current processes, policies, workflows & structure.

• Part of the Senior Leadership Team (SLT) in both the Inspections & Enforcement Directorate and the organisational SLT, with a key role in the promotion and delivery of the SIA’s Equality, Diversity and Inclusion Strategy.• Responsibility for management and leadership of the whole Intelligence Team of c20 people working under a hybrid model, operating at an operational, tactical and strategic level in line with the principles of the National Intelligence Model (NIM), including welfare, recruitment, continuous professional development and performance management of individuals.• Delivery of, and reporting on, the Department’s activities and targets in line with the SIA Business Plan 2023/2024, aligned to Corporate Plan 2023-2026, and the Directorate Performance Indicators (DPIs).• Stakeholder engagement internally and externally in relation in relation to effective and efficient sharing of intelligence to enable the SIA to achieve its objectives of protection of the public and raising standards in the industry.• Maintained direct line management of CT and SOC Intelligence SPOCs, as well as Intelligence Manager and Senior Intelligence Analyst.• Initial scoping for the implementation of the Intelligence Professionalisation Programme (IPP) into the SIA.• Project Executive for SIA’s intended application for access to the Police National Computer (PNC).• Budget management for the Intelligence Team’s allocated budget including travel & subsistence.• Information Asset Owner (IAO) for c15 systems including the Police National Database (PND), SharePoint folders and shared email accounts, ensuring appropriate access across the organisation based on requirements of roles and responsibilities. • Silver Commander responsibilities for one sensitive operational critical incident, and Bronze Commander Intelligence for a number of other critical incidents.

• Returning to my passion for analysis to lead the SIA in implementing strategic analytical structures and processes in order to identify threat and risk in the organisation’s ability to deliver on the key strategic objectives of protection of the public and raising standards in the industry, in line with the SIA’s responsibilities under the Private Security Industry Act 2001.• Leading the analytical team in the delivery of data driven strategic and tactical threat assessments and other NIM-compliant intelligence products, making best use of all available internal and external information and intelligence, including horizon scanning.• Implementation of a strategic/thematic risk assessment tool ‘MoRiLE’ (Management of Risk in Law Enforcement) to the SIA for the first time, in order to set priorities and direct resources to the areas of greatest threat.• Leading the organisation in the implementation of cross-departmental Strategic Governance Groups to set and deliver Strategic Action Plans in order to mitigate risk against Intelligence, Prevention and Enforcement activities, and monitoring and reporting of progress against key deliverables and performance indicators.• Ongoing review of existing tactical and operational processes across the intelligence unit, to identify opportunities for improved and more efficient and effective ways of working. Greater collaboration with all departments to reduce siloed working, in order to better work together to protect the public and raise standards in the industry.

• Responsible for management of the National Government Agency Intelligence Network (GAIN), a collaboration of law enforcement agencies, and other appropriate agencies, with a remit to tackle Serious and Organised Crime (SOC). • GAIN operates at a strategic and tactical level with agencies working together to share and develop intelligence in order to identify opportunities for joint working to disrupt those committing SOC. • Role includes liaison with existing and potential new partner agencies to agree data sharing protocols and processes within legislative constraints whilst ensuring the security and integrity of information and intelligence. • I manage the National GAIN Intelligence Hub, the centralised unit for the sharing and development of intelligence, and support the network of Regional GAIN Coordinators who are responsible for the multi-agency problem solving approach to tackling SOC with the ROCUs (Regional Organised Crime Units), as well as developing an understanding of the cross-law enforcement threat from SOC. • I am also the National Project Lead for the ROCU Disruption Teams, supporting the implementation and management of Home Office funded teams intended to identify and coordinate innovative and transformational ways to tackle SOC under the strands of Pursue, Prevent, Protect and Prepare as set out in the Serious and Organised Crime Strategies 2013 and 2018. • This involves monthly and quarterly project reporting to the Home Office as well as identifying best practice and 'what works' within regions to share knowledge across the network of teams for maximum impact and effect in tackling SOC.

• The Government Agency Intelligence Network (GAIN) is a law enforcement partnership approach to tackling serious and organised crime. As Regional GAIN Coordinator I was responsible for promoting, developing and coordinating a coordinated problem solving approach to intelligence sharing and joint working to tackle those committing serious and organised crime. • Responsible for the GAIN referral process in the East Midlands and liaising with appropriate law enforcement, and other, agencies to identify joint interest and responsibilities in order to problem solve the crime issues. • Represented the 20+ core GAIN agencies at the Regional Intelligence Group and Regional Tasking & Coordination Group meetings to raise crime issues and identify resources to tackle the problems, as well as ensuring appropriate management of risk within the most appropriate agency. • In April 2015 I took on management responsibility for the new Regional Disruption Team, the first in any of the ROCUs, and introduced the team to the ways of GAIN and partnership working in order to tackle serious and organised crime. This involved the induction of the team of five Police Officers into this new area of business for them all, tasking and prioritisation of their work, performance management and welfare. • In September 2017 Home Office funding was obtained for all ROCUs to implement a Disruption Team and I was involved in the national project planning and discussions regarding the new teams from the experiences within the East Midlands.

• Professional lead on crime and intelligence analysis in the Environment Agency, managing the National Analytical Team and providing mentoring, support and guidance to regional Analytical and Intelligence teams.• Production of National Strategic (longer term) and Tactical (immediate and short term) Assessments to provide an overview of current, emerging and potential environmental crime problems, making recommendations for national and local priorities and strategies for addressing them.• Liaison with other law enforcement agencies to develop ways of working between the Environment Agency and partner agencies to tackle environmental crime in the most effective and efficient ways and to ensure best use of limited enforcement resources.

Analysis of environmental crime patterns and trends, initially within a large region before moving to the National Enforcement Service, making recommendations to address problems.Advised senior management on the implementation of the National Intelligence Model, and undertook a lead role in carrying out recommendations, including management of the quality of intelligence submissions, and implementation of the production of intelligence products and tasking processes.Presentations to senior management and operational team meetings to promote the importance and benefits of intelligence led approach to enforcement.Analytical work to support investigations into environmental crime, to identify evidential strengths and gaps in order to advise Senior Investigations Managers on investigative strategies.

Divisional Senior AnalystAs per Crime Intelligence Analyst below plus additional responsibilities;Supervision, mentoring and professional development of a team of Intelligence & Performance AnalystsManagement of the quality of intelligence products from Intelligence Unit as a wholeUndertaking regular appraisals of team of 6 members of staff, with responsibility for helping to address their professional and career development needs.Attend and participate in meetings with senior officers from internal and external organisationChair Intelligence Unit meetings in the absence of Intelligence Manager

Divisional Crime Intelligence AnalystCollation and evaluation of large amounts of information from various sources and application of analytical techniques to understand crime patterns and trends.Production of analytical reports compliant with the National Intelligence ModelUnderstand customer needs and requirementsDevelop knowledge and theories about criminal activity, provide in-depth expertise and identify areas requiring further information to build a better picture and understanding of patterns and trendsProduction of Strategic and Tactical Intelligence Assessments, including recommendations to assist Senior Management in the development of operational objectives and policiesDelivery of presentations to senior officers and other audiences, including partner agencies and operational Police Officers, on analytical work produced and problems identified

Collation, management and dissemination of intelligence onto IT systems and briefing systemsLiaison with internal members of staff and external agencies to deal with intelligence queriesProduction of intelligence packages for proactive work by Police OfficersAttendance at intelligence & tasking meetings and recording of actions