Wilson Brown Consulting provides project management, contract management, and local authority service improvement. Recent work includes: Programme management: Successfull delivery of annual capital maintenance programmes (e.g., 100 projects with total value ~£7 million). Established and delivered estates rationalisation projects. Recovered failing/ at risk programmes, e.g., Schools for the Future Programme and the mobilisation and occupation of a new integrated health and care hub. Managed extensive defect rectification works at a middle school. Contract management: Reviewed an FM Soft Services contract to determine financial position and identify risks; produced a ‘contract crib sheet’ and provided contract management advice to improve performance. Supported client with a contractual dispute, by reviewing and summarising evidence, assessing the strength of their case and negotiating a financial settlement. Local authority service improvement: Produced a Commercial Estates Strategy, options appraisals, strategic objectives documents, and capital business cases. Created Estsates and Corporate Landlord Service Plans and Commercial and Farms Action Plans to deliver improvements. Implemented improved asbestos management processes. Proposed streamlined project and portfolio managment methodologies. Identified regeneration opportunities and provided expertise to unlock transformational change in Bradford. Developed Levelling Up delivery policy and established levelling up investment areas. Produced development framework briefs and commissioned expert advise to support a new approach to waste management. Successfully wrote funding bids, securing £20m LUF for Bradford South, Keighley, Bingley, and Enniskillen.

Developing and delivering a plan for sustainable growth that will enable One Consulting Group to support more clients to overcome their property related issues and maximise value from their estates.

I was appointed to transform the service and I undertook a whole-service review, a large scale two-phase retructure, established effective working practices, expanded the team, and improved the team culture. I worked with customers to increase the capital programme from £35m to £300m and secured a pipeline of projects for the next five years.I ensured that the Council's capital construction programme was delivered to time, budget, and quality using project management best practice, and RIBA stages. I managed a multi-disciplinary team that provides project management, quantity surveying, and design and construction quality management services. My role was heavily focused on delivering value for money through effective procurement and contract management, risk management, issue resolution, and client relationship management.

I was the service manager responsible for delivering the 'Managing the Accommodation Needs of Older People' Programme. I collaborated with the private sector and the Council's planning and estates departments to identify opportunities and develop delivery strategies for specialist housing that were commercially viable. I led customer engagement, formal consultation, organised events and spoke at conferences. I wrote and presented reports to senior management, councillors, the Council's Executive and the public. The market engagement I undertook resulted in three new care homes and an extra care scheme being built with no financial input from the Council and a further five facilities gained planning permission. The new facilities enabled the closure of old, uneconomical care homes which I successfully managed. Excellent project and relationship management skills along with attention to detail enabled me to successfully deliver these complex and emotive projects. The approach was promoted and shared with other council's undertaking closures. Whilst in the role I led on an organisational development strategy for social care to address issues associated with underperforming teams and investigated the viability of health hubs and services to be delivered through a local authority trading company. In addition, I was the investigating officer on disciplinary cases and I was selected as part of a group of 22 ‘rising stars’ for a six-month project to identify efficiencies and income generation opportunities.

I developed a standardised Project Management methodology for the service, including templates, guidance, and training. I delivered a wide range of projects to improve operational services, including several high value procurements. When a care provider unexpectedly withdrew from their contract with the Council I successfully managed the transfer of 7 care homes, 400 staff (TUPE) and 249 residents into the Council in 6 months.

I joined the Council as a Project Officer and progressed to managing projects within 3 months after qualifying as a PRINCE2 Practitioner. The Council had recently become a unitary authority and was experiencing substantial budget cuts. I successfully delivered service improvement, efficiency and income generation projects to time, cost and quality for planning, regeneration, highways, waste and countryside services. In addition, I provided support to service managers, acting as a critical friend, assisting with the writing of business cases, service planning and improving team morale and team culture. I embedded portfolio, programme project management principles into the operational practices of the directorate and established a project consultancy service that enabled delivery of roughly 200 projects simultaneously with only two project managers.

I was responsible for the identification and management of conservation projects, engaging local communities to improve their greenspaces and take an interest in nature. I wrote successful funding bids and won tenders in difficult market conditions.

Whilst working at Rutland Water Nature Reserve I undertook the roles of Trainee Reserve Officer, Environmental Education Officer and seasonal Visitor Centre Manager.