Overall management responsibility for the 56,000-acre community owned Galson estate in the north west of Lewis.The role included strategic development, project development; capital and revenue funding. Staff management of multiple small teams. Overall budget monitoring and financial planning for the charityand subsidiary companies. Crofting/Estate business management (wayleaves, royalties, leases, sale of land for development) as well as sporting rights management, policy development, community liaison and stakeholder engagement. The role also included liaison with media at both a local andnational level. Working to deliver a 20-year strategic plan that outlined “Care”, “Tourism” and “Crofting” as the three top priorities, underpinned with a clear desire to reverse depopulation. The strategic role included serving on a number of boards, steering groups and forums, including the Outer HebridesCommunity Planning Partnership, Local Outcome Improvement Planning Group, Integration Joint Board (Health and Social Care Partnership) Strategy Planning Group. I also served on the regional board of the INTERREG mPower social prescribing project which focuses on ICT. I served on various otherforums to support this area of work, allowing effective delivery in my role. I was heavily involved in service redesign and worked to support improved outcomes for communities and individuals. My work focused on several initiatives that sought to support local communities to tackle fuel poverty, social isolation and issues around housing to name a few.

Overall management responsibility for the 56,000-acre community owned Galson Estate.

Proprietor of a guesthouse in the Outer Hebrides, supported by a small team of staff. Proudly listed as one of the top 20 "cool" B&Bs in Britain by the Times.

Project Manager of the Live Hebrides (Connected Hebrides) project; a business advice service to support business broadband uptake. A £400k European Regional Development Fund (ERDF) funded project which enabled a multi-agency approach to be taken in order to maximise the economic and social benefits of broadband and ICT. The project built on previous investments in broadband infrastructure undertaken through BT and Connected Communities in order to stimulate usage of the infrastructure and to maximise the significant economic opportunities that can accrue to the region as a result. The role involved the management a small team of specialist advisors who provided advice, training and guidance. A successful marketing campaign was delivered to support engagement and over 300 businesses were involved as a result.

Worked on various contracts, mainly as a Hospitality Assured coach, and on the development of the Who Cares Wins project in the Outer Hebrides.