Non-Exec for a rural occupational workshop for people with learning difficulties

After two and a half years managing a major project for the States I'm returning to the private sector to put my long and varied experience and skills to use assisting Channel Island businesses with anything from strategic analysis to project management.

Ops Director for a company that trades in Bombardier corporate jets, as well as operating some on management contracts

I’m coming to the end of managing a major, complex government project to deliver the new Population Management Law, involving: • Wide-ranging stakeholder communication • Political planning and policy development• IT system design and supplier management• Recruitment of an industry advisory body to guide policyThe challenging project will transform the delivery of the service from the previous opaque, paper-based ‘Right to Work’ regime into a transparent online system.My past experience from the customer end enabled me to play a key role in the conception and design of the online IT system, which is starting to deliver a rapid and responsive service. Coupled with the development of the industry advisory body and ‘in policy’ jobs, this will enable Guernsey business to plan and react nimbly to changing market conditions going forward.Resource constraints caused a major backlog of applications at launch and the team is being resourced up, with a follow-on project team to tackle this.Having refreshed many existing skills and added to my store of knowledge (e.g. how government works/ or sometimes doesn’t), I will be looking for part-time management consultancy and Non –Exec directorship work back in the private sector.

Interesting project to review/upgrade/rebuild a variety of systems for a busy department of 150 staff. Re-designed and rebuilt appraisal system, assembling core training requirement and procurement. Designing and managing the rebuild of intranet to centralise and greatly improve staff and management access to policy and procedures, in preparation for IiP re-accreditation.

Programme manager for a series of major redevelopment and modernisation projects at the Island's hospital

Highly successful project to move KPMG's 110 person Guernsey operation to new purpose built premises, without disrupting client service. Project has delivered a seamless transfer to new premises enabling major improvements to work methods to meet changing client needs in the digital economy.

Group level directorship for a rapidly growing and dynamic legal services group, achieving double digit growth every year against a challenging economic background. Major projects included: merger with a Jersey firm and subsequent cultural integration; design and construction of purpose built offices in Guernsey; establishment of offices in Singapore and London; and complete rebuild of the group's IT infrastructure.

Consultancy position advising on the restructuring and refocusing of an ailing division with some difficult people issues.

Taken over by a large American corporate. Stayed on for 1 year to manage transition, including major redundancy programme

Initially employed to establish a training organisation and culture within a fast growing financial services group. Rapidly promoted to become HR director within 5 years for a division of 850 staff spread between the Channel Islands, Dublin, Isle of Man and London. Developed a highly effective team culture with open and efficient communication at all levels, and line managers who took responsibility and led their teams