I joined the Constabulary to look at how we could start professionalising the workforce. I spent a significant time in the first year looking at Quality Assurance of the L&D across the organisation - the function is spread across the organisation.Changes to ways of working we're required from 2011 when the austerity problems hit and I have worked with the function to see how we could use reduced resources in a more efficient way. In 2011/2012 I was required to reduce the L&D budget and by changes to the commissioning and external requests I managed to make a 46% saving. I was temporarily promoted in Jan -July 2012 to the Transitional Lead for L&D while a major restructure was undertaken across the force. I received positive feedback from all levels in the organisation.

I started in the branch network and then worked my way through jobs at a local level before moving to Head Office on a secondment. I was offered a full time post & relocated in 1997. I then worked on the LloydsTSB merger and the two banks.Following the merger worked I moved on to effiency programmes where I was a Project Manager implementing a new IT system into a centralised centre. I was responsible for all the planing, relationship management with both internal & external partners, ensuring all HR areas were covered, unions involved and all reporting to the board.I moved on to the team introducing process management which set the principles and framework for new ways of working.I then worked for a year defining what 'Voice of the Customer' looked like for the Group which involved defining Customer requirements and setting up focus groups.I then helped set up the Lean Sigma Academy and as part of this I trained in both Lean principles and achieved a Green Belt in Sigma. I undertook train the trainer and delivered sessions on Lean, Sigma, Change Management and Process Improvement.