Responsible for leading a rapidly evolving team, with the addition of legacy Insights team (Jan 23) and legacy Project Management Office team (Apr 23) – team of 15 people and line management of five direct reports. Accountable for team integration and stabilising performance, development of a cohesive service offering and USP from early HEOR strategy (Phase I-II) to reimbursement strategy (Phase II-III), which continued to provide clients with optimal solutions for their products.• Track record of leading high performing team – consistently met/exceeded team trade revenue targets for last 3 years. Established a consistent and continuous improvement in productivity in 2023 amidst rapidly changing environment through team resourcing, capacity planning and upskilling/on-project training on collaborative service offering, monthly metrics review and reporting at team and individual level.• Successfully and rapidly operationalised the merger of Consulting and Insights to HEOR & HTA Strategy. Integrated the teams through creation of team values, identity and USP. Built morale through team building event, intra-team mentoring and training as well as developing a cohesive service offering• Gained consistent positive client feedback for project delivery which directly led to repeat business with key clients; exceeding personal productivity target (by 20% YTD)• Established priority service areas aligned to business expansion and diversification objectives and set up targeted business development strategy with HHS leadership team which included actionable plans for thought leadership and proactive client outreach. This built a strong and stable pipeline of new business.

Following buy out in Feb 2020 and Board restructure the team was split into two (in Nov 2020) under new Company ownership. Rapidly transitioned PMs and delegated elements of the role pre maternity leave (Nov 2020). On return, reporting into Chief Practice Officer (CPO), stepped up to support CPO role by refining and driving practice-level business plan and taking responsibility for leadership and practice area meetings. Team focus was on retention and refinement and expansion of team services.• Developed and communicated my leadership philosophy and harnessed this to drive team retention and performance - team continued to meet/exceed revenue targets (117% in 2022) in a challenging and rapidly changing Company environment.• Executed business plans to help meet practice- and company-level objectives through team buy in with regular communication and reporting (up and down) on progress, and specific delegated ownership empowering senior individuals.• Improvement of project health by reviewing team projects to proactively address financial issues, limit overruns and improve project efficiency. • Co-developed and rolled out practice area job level guide, leadership skill competencies and leadership team accountabilities and responsibilities. This set clear expectations to senior team members and aligned senior levels across the practice area, improving staff morale, fulfilment and retention.

Reporting to COO with team of 14 people, shared a common team business plan and set individual productivity targets to align with company revenue target. • Established an all-inclusive culture of shared team values which led to excellent retention rates (<5% annually from 2012 to 2020). • Built a culture of high performance within the team and consistently met team revenue and productivity targets through high quality leadership and customer service (amidst the turmoil of covid). • Capitalised on a steady pipeline of repeat business and led identification, targeting and subsequently winning of profitable new business based on optimising resourcing availability and priority project types. • Collaborated with business development and co-led a more streamlined resourcing process to reduce meeting burden on senior staff and chaired resourcing discussions across the business. Heavily input into client profile development and piloted account management to enable commercial prioritisation of clients.

Promoted to Head of HTA alongside existing BUH role, due to extensive UK&I HTA leadership and success in challenging submissions both methodologically and strategically. Reporting into COO directed team growth (8 to 12 people) through continued business expansion (~180 people in 5 countries).

Promoted to BUH accountable for leadership of growing team (4 to 8) and instrumental in building and steering the business through rapid expansion (~100 people in 3 countries) focusing on team-specific services, progression, induction and learning and development (L&D) programs. Took a project lead role on complex projects, strategically leading multidisciplinary teams in the planning and execution of global reimbursement programs to and UK&I HTA submissions.

Brought in to a small company (<25 people) reporting direct to CEO. Instrumental in the set-up of a team to lead on delivering high quality client service and communication, as well as fostering collaboration and engagement across internal technical teams. Accountable for team strategy and direction, role definition, business development, line management and training.

Responsible for leading team of Business and Project Managers (7-10 people) consistently meeting/exceeding all sales targets in each role, with later two roles (Business Director and Senior Business Director) responsible for delivering 50% of business (~£2 million) annually.

Responsible for managing project grants and organising conferences and events in 14-19 education in 5 London Learning & Skills Council areas