Eastern Europe and Central Asia Network (EECAN) consists of 14 markets; 11 of which currently have DIT staff in country. Our markets include Russia, the countries of the former Soviet Union (excluding the Baltics), Turkey, and Mongolia. EECAN is the largest DIT region by geography (it covers nearly one-fifth of the world’s surface).I am setting up new regional structures to support our HM Trade Commissioner (HMTC), located in Istanbul. My role is key in developing and building the… Show more Eastern Europe and Central Asia Network (EECAN) consists of 14 markets; 11 of which currently have DIT staff in country. Our markets include Russia, the countries of the former Soviet Union (excluding the Baltics), Turkey, and Mongolia. EECAN is the largest DIT region by geography (it covers nearly one-fifth of the world’s surface).I am setting up new regional structures to support our HM Trade Commissioner (HMTC), located in Istanbul. My role is key in developing and building the regional structures, as well as the capability of the wider network to work with governments and industry to promote international trade and investment, and champion global free trade. I also have oversight of our Turkish investment activities providing strategic support and guidance on investment, and to the wider EECAN region too, with a view to expanding our investment operations to markets identified as having untapped potential, working closely with local DIT teams and Heads of Post. Show less

For the last year I have been one of two team leaders that has led on the launch of the 28th Civil Service Profession - the International Trade Profession. The International Trade Profession is recognition of international trade as one of government’s most important skills represents an important step forward in post-Brexit trade preparations.• The success of the profession was recognised with the prestigious Civil Service Skills award that I wrote the nomination for - this is the first… Show more For the last year I have been one of two team leaders that has led on the launch of the 28th Civil Service Profession - the International Trade Profession. The International Trade Profession is recognition of international trade as one of government’s most important skills represents an important step forward in post-Brexit trade preparations.• The success of the profession was recognised with the prestigious Civil Service Skills award that I wrote the nomination for - this is the first time the Department for International Trade has ever won a Civil Service Award• The new profession aims to raise the skills and the sights of those working, and aspiring to work, in international trade, by opening up new roles and career opportunities across a range of trade policy roles in the UK and overseas; cultivating talent and supporting staff in developing careers in trade; and providing world-class innovative learning and development.• 11 government departments (in addition to DIT) have appointed a Head of International Trade Profession. The group will champion the profession within government ensuring that UK trade expertise continues to grow as a pipeline of talent to tackle the future is developed.• Over 2600 cross-HMG civil servants, posted in the UK and Overseas, have signed up to the profession and this number continues to grow daily.My other main work areas have included:• Secured the resource that TPG required to deliver its objectives through drafting the HMT business case’s, robust financial planning and working with HMT on other government departments bids for trade resource.• Clear monthly planning of the resourcing need • Putting the right people, with the right skills, in the right roles, at the right time to deliver the UK’s trade strategy• Recruitment• Organisational design• Financial planning• Management information Show less

• We are an enterprise that uses the skills recent graduates havelearnt to run students through exercises, workshops, coaching and feedback.• We provide a platform for students to learn from experts how to pass anassessment centre. Students are taken through the end to end process of anassessment centre. We provide students with workshops and mock assessmentstailored to the sector the student is applying. This includes theory, practical,feedback and coaching sessions… Show more • We are an enterprise that uses the skills recent graduates havelearnt to run students through exercises, workshops, coaching and feedback.• We provide a platform for students to learn from experts how to pass anassessment centre. Students are taken through the end to end process of anassessment centre. We provide students with workshops and mock assessmentstailored to the sector the student is applying. This includes theory, practical,feedback and coaching sessions over a full day. We tailor the programmedepending on what the university wants. Furthermore, every student receives areport and video of their performance in all exercises.• We will help students stand out from the crowd given that FTSE 100 companies only have a 3% application success rate. Show less

• Roll out new Universal Credit Full Service• Motivating and managing a team in a fast paced pressurised environment.• Compiling and communicating office performance to higher management as well as staff in a direct and influential manner

• Create a Ministerial visits and comms strategy • Develop a stakeholder map and monitoring system• Lead for the steel team on the Value For Money & Accounting Officer issues surrounding public money committed to the Tata sales process by providing policy input and advice on the analysis and assumptions

• Create and develop a new a group operating model that allows us to achieve our BIS 2020 goals. Secure buy-in across the 45 Organisations by working in partnership and inteligently managing the organisations.• Manage a Corporate Services Reform programme across BIS HQ and 45 Partner Organisations by programme managing the development and delivery of a coherent functional leadership strategy. The result is centralisation of 45 organisations back office corporate services.• Enable… Show more • Create and develop a new a group operating model that allows us to achieve our BIS 2020 goals. Secure buy-in across the 45 Organisations by working in partnership and inteligently managing the organisations.• Manage a Corporate Services Reform programme across BIS HQ and 45 Partner Organisations by programme managing the development and delivery of a coherent functional leadership strategy. The result is centralisation of 45 organisations back office corporate services.• Enable effective cross-function working within BIS and Partner Organisations by working collectively to pool and share experience and resource across 45 organisations.• Work with Cabinet Office on their Functional Leadership agenda. Ensure that specialist expertise is accessible across BIS HQ and its Partner Organisations to support effective decision making.• Draft the Governance Statement for the 2015-16 Annual Report and gain sign off from the Audit and Risk Committee and Departmental Board. Show less

• Help companies engage with the latest trends and technologies, and plan innovative company strategies• Focus is on designing break-through-thinking workshops to help clients define and solve critical strategic issues• Host a wide range of industry board-level attendees; helping them to achieve breakthrough moments for their businesses; including global retailers, banks, energy and resources companies• Exposure to a wide variety of industries, latest innovative thinking and cutting… Show more • Help companies engage with the latest trends and technologies, and plan innovative company strategies• Focus is on designing break-through-thinking workshops to help clients define and solve critical strategic issues• Host a wide range of industry board-level attendees; helping them to achieve breakthrough moments for their businesses; including global retailers, banks, energy and resources companies• Exposure to a wide variety of industries, latest innovative thinking and cutting edge trends• Each workshop is a complex strategy project that requires the team to take a high level client brief and design an interactive, immersive and tailored experience, rich in challenging, researched and curated stimulus to push the client to a breakthrough in their thinking Show less

• Act as an intelligent client for HS2 Ltd in their negotiations to ensure cost effective decisions are reached in a timely manner in relation to petitions from London Met Area. Work flexibly as part of the HS2 Hybrid Bill Team to support the preparations for its smooth passage through Parliament and Select Committee. • Act as an intelligent Client for HS2 Ltd for the Select Committee hearings on the London Met petitions to ensure that these progress efficiently and with minimal additional… Show more • Act as an intelligent client for HS2 Ltd in their negotiations to ensure cost effective decisions are reached in a timely manner in relation to petitions from London Met Area. Work flexibly as part of the HS2 Hybrid Bill Team to support the preparations for its smooth passage through Parliament and Select Committee. • Act as an intelligent Client for HS2 Ltd for the Select Committee hearings on the London Met petitions to ensure that these progress efficiently and with minimal additional scheme cost. Oversee and monitor negotiations with key HS2 stakeholders with objective of managing and reducing the scope of their petition issues.• Act as the client for DfT and commission an engineering report into links between HS2 and HS1 in light of the removal of the proposed link from the hybrid Bill. Oversee the completion of the connectivity study that has been commissioned by DfT following the removal of the proposed HS2/HS1 link from the hybrid Bill and manage petition issues.• Support management of HS2 hybrid Bill legal resource contracts. Secure the required DfT (DAC) and Cabinet Office (ERG) financial approvals to increase, as necessary, the contract value for the HS2 Bill Parliamentary Agents consultancy contract, to ensure the ongoing provision of expert legal support. Show less

• Competition and Markets Authority (CMA) Sponsorship - applied commercial expertise and judgments to the establishment and refinement of BIS' new sponsorship responsibilities for the CMA. Establish mechanisms for measuring the performance of the CMA against its strategic performance and business plan objectives; and to advise senior staff on ways of improving these performance management elements.• Competition toolkit - Designed a toolkit that cross government departments use to increase… Show more • Competition and Markets Authority (CMA) Sponsorship - applied commercial expertise and judgments to the establishment and refinement of BIS' new sponsorship responsibilities for the CMA. Establish mechanisms for measuring the performance of the CMA against its strategic performance and business plan objectives; and to advise senior staff on ways of improving these performance management elements.• Competition toolkit - Designed a toolkit that cross government departments use to increase competition within their policy creation. The tool kit encourages competition and drives down cost for the customer. This toolkit will be rolled out across all government departments for policy professionals. • Provide briefing for Secretary of State on UK and EU competition laws and the role of Government intervention on takeovers Show less

• Supported the HR Director General, acted as the link between her and the HR community, wider department, cross government and external stakeholders• Managed work flow through the HR Director General’s office, ensuring her programme of work was co-ordinated and priorities were completed• Ensured HR Director General’s work was in line with DWP priorities. Worked closely with each of the HR Executive and DWP Executive members • Led projects on behalf on the HR Director General… Show more • Supported the HR Director General, acted as the link between her and the HR community, wider department, cross government and external stakeholders• Managed work flow through the HR Director General’s office, ensuring her programme of work was co-ordinated and priorities were completed• Ensured HR Director General’s work was in line with DWP priorities. Worked closely with each of the HR Executive and DWP Executive members • Led projects on behalf on the HR Director General, delivering results at pace Show less

Management of a multicultural team of 12 people in a remote rural area (between the states of Karnataka and Tamil Nadu); farmers training on Integrated Farm Development (IFD); planning and delivery of awareness raising classes (health and hygiene, IFD, nutrition, environmental awareness, HIV, institutions); liaising with the key stakeholders including the local government, CSOs and the project partner (Myrada); construction supervision and logistics management; main point of contact in the… Show more Management of a multicultural team of 12 people in a remote rural area (between the states of Karnataka and Tamil Nadu); farmers training on Integrated Farm Development (IFD); planning and delivery of awareness raising classes (health and hygiene, IFD, nutrition, environmental awareness, HIV, institutions); liaising with the key stakeholders including the local government, CSOs and the project partner (Myrada); construction supervision and logistics management; main point of contact in the field for the project partner, Raleigh International field base, local authorities, Self Help Groups and other community based stakeholders; management of on-project budget. Show less

• Shifted the Union away from commercial services and towards membership services so that we can spend resources on student support and develop staff members• Negotiated an increase in the 2012/13 budget by 15% by delivering a £30,00 surplus budget in July 2011/12, restoring faith in our accounts after a £123,450 deficit in July 2010/2011• Built strong relationships with board members and other parties connected to the Council. Communicated shared objectives and ideas at the appropriate… Show more • Shifted the Union away from commercial services and towards membership services so that we can spend resources on student support and develop staff members• Negotiated an increase in the 2012/13 budget by 15% by delivering a £30,00 surplus budget in July 2011/12, restoring faith in our accounts after a £123,450 deficit in July 2010/2011• Built strong relationships with board members and other parties connected to the Council. Communicated shared objectives and ideas at the appropriate time to achieve the most out of each situation to reach mutual, agreed goals Show less

• Created and implemented a strategy enabling the Union to be on track to become a national leader by 2016 through a three year strategic plan, a new constitution and an £11,000,000 investment in a ‘world class’ building.• Organised my own election campaign involving research, performance indicators and leadership resulting in the highest turnout (4,060) and largest winning margin (807) in the Unions History • Highest ranked full time sabbatical officer at Durham University representing… Show more • Created and implemented a strategy enabling the Union to be on track to become a national leader by 2016 through a three year strategic plan, a new constitution and an £11,000,000 investment in a ‘world class’ building.• Organised my own election campaign involving research, performance indicators and leadership resulting in the highest turnout (4,060) and largest winning margin (807) in the Unions History • Highest ranked full time sabbatical officer at Durham University representing a student body of 18,328 with a £780,000 budget, 26 full time staff, 3,000 volunteers and 213 societies• Revolutionised draconian governance through University wide referendum; 80% voting to change the constitution• Directed Alterline consultancy firm to undertake market research to guide and evidence strategic plan. Co-ordinated multiple away days with the board of Trustees to assess the market research and sign off a three strategy for long term stability; giving the institution a vision and direction that is simple, clear and sustainable • Created three strategic director posts and dissolved four (two senior and two junior) management posts enabling smother decision making process and organizational structure• Led a team to form a five stage £11,000,000 investment (£380,000 first stage approved) in the Student Union Headquarters that fits into the University strategy and communicates student support for overdue infrastructure Show less

• Sold services door-to-door initially and then developed strong customer loyalty skills, recognising that relations were more important than price in this niche market thus building up a loyal customer base• Employed two workers after securing consistent business allowing for forward planning and managing employees• £3,000 profit per trading months (April to August 2006 - 2011) after costs and salaries

• Transformed unused church building into medical centre with the money I had previously raised in the UK. • Created a team of 7 youth workers in the Parish by using interpersonal skills to recruit volunteers. Achieved this through empowering the volunteers to create a sustainable, dynamic and fun system

• Assessed teaching facilities in 14 schools through the creation of a systematic, quantifiable grading system. • Installed eight chess clubs and the only Belize National Chess tournament that continue to run and grow today