PwC has been a return to my big four roots. I've had great feedback on the work done with Partners and their teams to coach and project manage them through the risk journey. It's great to be able to bring a wide experience of risk with a commercial perspective to enable teams to manage client relationships to winning effect.

Keele was a key part of my development journey. As an alumni I was thrilled to be approached to join the Audit and Risk Committee and to have the opportunity to put something back into the university and local community,My contribution to Keele was a great outlet for the skills I'd learned in my career to date as well as learn about how to bring them to bear in a new environment and in a different role as an independent voice. It was a privilege to be be part of a committee that was valued and listened to and to know you were adding value to a great institution delivering on big ambitions for sustainability and student engagement and delivering that in a tough financial environment.

It was an honour to be asked to apply to join the University Council and another valuable learning experience in understanding the sector and the people in it. The deeper insight to strategy and planning was invaluable and a great opportunity to see alternative approaches to those in the private sector.

When a group of non-competing business owners sit around a table and discuss their businesses, amazing things happen.I owned and operated The Alternative Board (TAB) in North Staffordshire and had the honour of meeting with amazing business owners to help them through some of the biggest moments of both their business and personal lives.. TAB helps forward-thinking business owners to grow their businesses, overcome challenges, and seize new opportunities through a combination of peer advice and business coaching.What would the leaders of a veterinary practice, fuel distributor and a recruitment company have in common? Issues that are more similar than you'd imagine that bring experience and wisdom to help each other with their company and personal visions. TAB's Business Owner Advisory Boards expand the thinking of members beyond their particular industry providing new perspectives to inspire new ways of dealing with their challenges.Not theories - just practical, real-world, tried and tested solutions and invaluable hands-on experience with a level of support and accountability many business owners can't find.TAB brings together business owners and leaders of non-competing companies who meet monthly n groups of up to 8 members in a confidential setting to discuss issues and opportunities. I met with the business owners individually once a month for business coaching sessions focussed on their business and personal goals, which also gave them access to TAB's business tools designed specifically to help SME business owners.It was thrilling to help business owners uncover and deliver potential, realise dreams and ambitions and reset relationships with business partners and employees to make a real difference to all their lives.

BT provided a fantastic opportunity to coach the leadership and risk management teams of its Global Services division on how to manage risk. I was able to provide advice, leadership and assurance on risk management practices influencing development of revised leadership a risk register that aligned more closely to business strategy. Through my advice on risk process and communication the risk team was able to bring an improved view of risk and it's management to decision making

On the appointment of a new CEO and the resignation of the Group Chief Compliance Officer I was asked to take that role on as interim. During that period I was continued to manage the wider team and to develop the overall compliance environment and was able to stand up online ethics training from vendor selection through course development and delivery across the global business exceeding a 95% completion rate.

IMI is a British engineering success story delivering key pneumatic solutions across critical industries.As Chief Compliance Officer for the largest division I was asked to embed anti corruption policies into the business to support it in meeting US regulatory requirements imposed after another division of the business had been investigated, heavily fined and censured for having paid bribes to secure new business.In an environment where there was resentment of having to take on a heavy burden of regulation, because others had failed, I succeeded in gaining engagement and trust that delivered not only a positive compliance outcome but also business benefits. By engaging with the business I was able to help it better understand its commercial drivers and relationships and develop a process that considered the business case for them. Despite concerns from external professional adviser, this improved the commercial quality of the relationships, providing insight into their value at the same time as supporting compliance objectives. Only when the business case qualification was complete would compliance due diligence kick in, avoiding unnecessary compliance costs on poor commercial propositions.In support of the process I led development of a workflow tool to manage the business case and compliance process. This facilitated monitoring and documentation of the overall process to provide assurance over both business cases and compliance.

Virgin Media had a risk management function in need of revitalising. By taking a fresh approach, building a methodology and network of risk champions I was able to transform risk management from a rubber stamp to an integral part of business strategy.At the enterprise level I introduced risk appetite linked to key business performance measures and was able to provide an aggregated view of risk that allowed the business to better understand risk and investment decisions. To support this I led delivery of risk management software to move from excel risk registers to an enterprise risk management package linked to systems to used for internal audit.A pilot project risk management approach helped ensure delivery of a transformation of the business and distribution programme and was adopted across the business.

Phones4u was a chance to experience a fast paced business that understood it's risk and had them managed as a fine art. It was a great opportunity to learn about risk in a new and intense environment, be involved in the response to regulatory issues and be part of driving an enterprise risk process.

KPMG was a fantastic learning ground both in the UK, Amsterdam and further afield. During my time with the firm I developed and delivered the firm's Global Risk Management and the change management programme that embedded that in the business internationally and across the firm's lines of service. The programme was praised as justifying the funding to the central risk management team.