Advise the People, Internal Audit, Legal and Regulatory Affairs Functions on financial management, forecasting, analysis, reporting, and planning. Collaborated with Bank Executives to establish plans, addressing risks and opportunities through strategic conversations. Reviewed and approved all business cases for these Functions, including redundancy and external contract. Support one-off strategic projects such as the planned retail share offering. Key achievements:• Advise and support Bank Executives and senior managers to develop and deliver their financial, particularly focused on closing budget gaps of up to 20%. Built strong relationships, enabling frank challenges in a challenging cost environment. • Developed and implemented an end-to-end financial budgeting, forecasting, and reporting process , simplifying the processes, and ensuring the outputs focused on key areas of intelligence. Upskilled users across the Function on the new process, building a matrix team structure to share best practice and remove barriers to success, enabling those involved to focus on delivery. • Deliver annual budget and business planning processes, establishing multi-year cost and resource plans to deliver strategic priorities as well as BAU activity for budget of up to £120m.• Designed and implemented simplified dashboards and reporting for Functional Leadership Teams to focusing on value-add decision making such as options for closing cost gaps. • Delivered the Cost Workstream for the UK government’s proposed retail share offering, developing bespoke governance and processes to provide Bank Executives with an accurate cost forecast for external reporting.

Lead the corporate activities of Unreal, with accountability for finance and the charity’s strategy. Advise on ongoing tactical issues to deliver the strategy. Fulfil other responsibilities of a Trustee such as reporting. Key achievements:• Lead Unreal’s Strategy Committee to set its multi-year strategy, annual business plan and ensuring the correct corporate governance and structures are in place.• Established and continue to manage Unreal’s finance policy, with proportionate and robust controls and processes in place.• Led on all financial aspects including the budgeting and planning process for Unreal.• Provide challenge to ensure Unreal is focused on delivering strategic objectives.

Established a high performing team at the centre of a newly formed Centre of Excellence to deliver a consolidated view of the MoJ’s financial position (c.£11bn budget). Led a team of nineteen staff to drive insight by establishing clear reporting and dashboards for senior leaders focusing on key risks. Led the Parliamentary Supply Estimates process, treasury management and banking requirements, and overall systems operations for the Centre of Excellence. Responsible for the ongoing continuous improvement project to enhance the implementation of the Centre of Excellence. Moved to role to further development in a corporate environment. Key achievements:• Established and developed a high performing team who proactively safeguarded MoJ from strategic risks such as issues with cashflow, ensuring the departments commitments could be met. • Led the monthly departmental consolidated financial reporting and briefing processes, used by Ministers and Executive leave leaders. These processes included holding senior leaders to account on their plans in a challenging fiscal environment. • Sponsored multiple projects, such as team culture and role rationalisation, to design and implement a unified Management Accounting Centre of Excellence. These projects tackled long-embedded practices while navigating high levels of change fatigue. • Developed and achieved cross-departmental agreement to implement wide-ranging changes to the manual accounting processes, delivering significant resource efficiencies and removing barriers to success for colleagues. • Led on cross-government projects for the MoJ including as the subject matter expert for record-to-report process for future shared services provision.

Led sixteen colleagues across these Management Accounts teams, producing monthly accounts and providing intelligence for the combined budget of £2.4bn. Focused on supporting the team’s development and ensuring they held the correct skills in a time of transformation. Leading role in designing the future Centre of Excellence, bringing together 180 colleagues. Moved role in new structure from the creation of the Centre of Excellence.Key achievements:• Delivered high quality monthly management accounts, implementing improvements in the processes involved, and held the business to account for the accuracy of their forecasts.• Leading role in designing and establishing the Centre of Excellence, focusing creating a common culture between teams and removing barrier between them.• Found practical solutions to creating common processes across the Centre of Excellence to remove duplication and unnecessary reworking, for example using common reporting templates to simplify consolidation.

Led the transformational change programme to prepare UKRep for the UK’s exit from the EU. Ensured UKRep would be able to operate as a third country mission in Brussels and the 350-affected colleagues retained their rights to work in Belgium. Led the Programme Team while leveraging workstream leads from three government departments to deliver plans. Developed the operating model and corporate strategy for UKRep. Focused on tackling significant culture issues such as siloed working. Moved role due to end of diplomatic posting.Key achievements:• Advised senior leaders across the Civil Service on the preparations and actions required such as the future skill sets required from representatives in Brussels and the changes in access to be expected. • Designed a programme model, scope, governance, and reporting processes that met the SRO’s needs while remaining streamlined and practical. Ensured Workstream Leads were held to account within this model.• Established a senior stakeholder group with nineteen government departments represented (DG level), builing working level relationships to test plans and ensure operational needs were met. • Worked closely with the Deputy Head of Mission to tackle a challenging staffing environment with low morale and a high level of change fatigue to get buy-in on the changes required. • Ensured practical plans were in-place for Exit Day, varying from agreeing UKRep’s future name to be compliant with treaties through to how to mark our departure.

Led a team of thirteen to design an operating model to establish a centralised finance function, particularly focusing on the structures, systems, and processes. Developed a strategy for the Function. Utilised the specialist knowledge within the four legacy finance areas to develop practical operating model. Reviewed the MoJ’s finance processes to inform the cross-Government finance processes project. Moved role at end of design phase of project.Key achievements:• Created a diverse and talented team, providing the coaching and direction necessary to achieve goals while focusing heavily on their development.• Led work to understand the innovate finance solutions available across the wider finance industry and set out the plan to adopt what was practically possible, for example AI reporting.• Built relationships with senior decision makers and developed a governance and change approach, including design principles, that provided standing and a methodology to drive forward design work.• Led a consultation process to reduce Senior Civil Servant roles.

Responsible for the monthly reporting of DWP’s £6.2 billion operating budget and progress against key savings projects to HM Treasury (HMT). Responsible for managing DWP’s relationship with HMT for the Fraud, Error and Debt and Children, Families and Disadvantaged policy areas and agreeing funding for measures at fiscal events. Resulted in bringing in £600m for the Exchequer in unpaid tax credit debts. Key skills and responsibilities:• Negotiated financial settlements that were acceptable for both DWP and HMT.• Worked with the Policy Leads and Finance Business Partners to monitor progress against objectives and develop a strategic narrative for DWP’s position.• Ensured stakeholders understand the Department’s big picture and ensure outcomes are focused on this, particularly regarding funding challenges.

The Fast Stream is a development scheme across the Civil Serivce with regular movment between posts in Departments, moving to a new posting every 6 months for the first two years before two annual postings.. The regular changing of posting requires a high level of adaptability and being able to become an expert quickly to operate effectively. With this backgroun I believe I can oiperate in any situation and perform to highest standard required.

Headcount Lead for the finance Department as part of team providing strategic support for senior decision makers. Included establishing a project to develop a headcount forecasting tool and providing the financial analysis for proposed redundancy schemes. Also worked with the business to set £500m annual operations budget and led a £12m invest-to-save programmeKey skills and responsibilities:• Worked with key stakeholders to develop and analyse business cases and ensure decisions made were value for money. • Examined the underlying issues with the workforce planning and people data and using this information to work with strategy and HR colleagues to develop a new projection model.• Created clear financial data to support decision making, particularly for change programmes.

Developing the markets for new and current software, enhancing client relationships and identifying new opportunities for the company.Skills developed include:• Working with stakeholders to develop specifications for new software and to enhance current projects.• Knowledge of all aspects of digital management including basic coding, website building and software support.• Drafting of Memorandum’s of Understanding across London Boroughs.• Understanding of corporate decision making and practice.

Providing financial support, decision making and analysis for operational efficiency projects. Skills developed include:• Understanding of operational decision making to maximise resources and output.• Knowledge of removing fraud and error from operational systems.• Ability to monitor change programmes and identify challenges on the horizon.

Development of smart cities and internet of things policy as well as providing secretariat for the Ministerial policy forum.Skills developed include:• Strong stakeholder management and network building skills to identify and connect with experts across sectors and locations, including internationally.• Detailed knowledge of digital technologies and ability to represent the policy in. • Speech writing and briefing for senior Ministers.

Managing the operations of the programme and supporting the development of policy and networks required to achieve the programme’s goals.Skills developed include:• Organisation and management of events including conferences and learning networks.• Understanding of communications including policy development and online presence such as website building and social media management.

Providing digital support to enhance the distribution network as well as the implementation of projects to meet long-term strategic goals of the companySkills Gained• Adaptability in the face of new challenges and using my communication skills to effectively find and apply a solution.• Detailed knowledge of digital needs and change in a modern corporation.