Would you like to amplify your customer voice internally and present credibly externally to drive greater business impact and performance? Talk to me about how I can support your organisation to thrive.I work with ambitious teams that want to create better collaboration internally, with product and marketing working alongside to support effective Go 2 Market strategies. I help leaders identify where it is important to drive a clear singular market presence, when it is more effective to… Show more Would you like to amplify your customer voice internally and present credibly externally to drive greater business impact and performance? Talk to me about how I can support your organisation to thrive.I work with ambitious teams that want to create better collaboration internally, with product and marketing working alongside to support effective Go 2 Market strategies. I help leaders identify where it is important to drive a clear singular market presence, when it is more effective to partner, and how to create a red-thread that binds all of your efforts for greater commercial outcomes. With a background in workplace performance, leadership development, evidence informed thought leadership and data driven insight, I help SAAS companies define their purpose, cut through the noise in their market and create a credible market position.I have worked as a talent and leadership practitioner, executive coach and latterly as a Director within the vendor market. This has allowed me to gain broad and diverse experiences, and an understanding of practitioner, buyer and vendor dynamics. Recognising, deconstructing and then implementing strategies that are solutions focused is at the heart of my work. Show less

Initially a senior leadership position, operating as a strategic partner for the CEO, and providing leadership and guidance to the company’s external relations, company-level communications, community, thought leadership, brand, product marketing and impact efforts. In January 2024 this role was repositioned to operating as a strategic partner for the Chief Product Officer (CPO), and providing leadership and guidance to the company’s external relations, company-level communications… Show more Initially a senior leadership position, operating as a strategic partner for the CEO, and providing leadership and guidance to the company’s external relations, company-level communications, community, thought leadership, brand, product marketing and impact efforts. In January 2024 this role was repositioned to operating as a strategic partner for the Chief Product Officer (CPO), and providing leadership and guidance to the company’s external relations, company-level communications, community, thought leadership, product positioning and impact efforts. The role lead the function that provided not only key insight from markets, customers and the wider people profession but also horizon-scanning for future opportunities for growth. A strategic thought-partner and collaborative problem solver with the CPO and working closely with the broader senior leadership team, I created strategies and programmes of work in the community, assessed and evaluated community needs/trends, high quality impact data and insights to support investment processes and deliver meaningful outcomes. Critical to success in the role was the distillation and custodianship of the organisation’s integrated product offer, purpose and essence, the delivery of consistent, differentiated company and product image and messaging. Show less

We help learning professionals make smart, data-driven decisions that result in lasting change.By equipping people professionals with independent research, advice and resources, Towards Maturity encourages learning innovation that directly impacts business and individual performance. Since 2003, over 6,100 L&D leaders and 40,000+ learners from over 55 countries have participated in Towards Maturity’s independent benchmark research. We’re providing the world’s largest evidence base on… Show more We help learning professionals make smart, data-driven decisions that result in lasting change.By equipping people professionals with independent research, advice and resources, Towards Maturity encourages learning innovation that directly impacts business and individual performance. Since 2003, over 6,100 L&D leaders and 40,000+ learners from over 55 countries have participated in Towards Maturity’s independent benchmark research. We’re providing the world’s largest evidence base on what works in learning. Show less

KPMG is currently working shoulder-to-shoulder with Civil Service Learning (CSL) to help develop the capabilities of civil servants, ultimately resulting in better public services. This is through the provision of an innovative learning curriculum that should help ensure value for money from the learning and development investment across UK Government.LDP’s are a part of the Engagement team which works with the CSL client engagement team to understand and help meet the evolving… Show more KPMG is currently working shoulder-to-shoulder with Civil Service Learning (CSL) to help develop the capabilities of civil servants, ultimately resulting in better public services. This is through the provision of an innovative learning curriculum that should help ensure value for money from the learning and development investment across UK Government.LDP’s are a part of the Engagement team which works with the CSL client engagement team to understand and help meet the evolving capability requirements of the Civil Service Departments and Professions. The team also fulfils an Account Management function, working closely with operations to ensure effective delivery to meet customer requirements and supports the development of the curriculum through client feedback. LDP’s specifically: • Provides a link between the client engagement teams and the KPMG consortium, to enable fast and effective resolution of issues and requests for new requirements. • Are the primary lens, providing support to client departments on a regular basis. • The secondary lens of the role is to shadow certain departments (in my case Foreign & Commonwealth Office, Department for International Development, Department for Business, Enterprise and Skills, Department for Communities and Local Government and the Department for Culture Media and Sport) providing one gateway for the client team to reach back in to the client programme. • This role requires the ability to adapt to different stakeholders, a good understanding of their priorities and the best ways to address the new requirements which you are presented with. Show less

Member of the WIG Senior Management Team (SMT), with responsibility for design, delivery and evaluation of WIG’s cross-sector leadership programmes. WIG’s cross-sector programmes range from executive board level to graduate high-potential programmes. In this role I have managed complex senior stakeholder relationships in business, government and the voluntary sector generating commitment to a range of leadership programmes to improve cross-sector understanding and working.

Managed a team of 6, overseeing WIG’s cross-sector attachments, secondments, non-executive appointments and mentoring, tailoring schemes to address specific business needs and working with individuals to enable them to gain a fresh perspective from another sector. Responsible for business development and income generation. In this role I managed complex relationships with sensitivity to recruit and place over 250 non-executive directors on to key Whitehall department, and voluntary sector… Show more Managed a team of 6, overseeing WIG’s cross-sector attachments, secondments, non-executive appointments and mentoring, tailoring schemes to address specific business needs and working with individuals to enable them to gain a fresh perspective from another sector. Responsible for business development and income generation. In this role I managed complex relationships with sensitivity to recruit and place over 250 non-executive directors on to key Whitehall department, and voluntary sector boards, sharing expertise and learning. Show less

Appointed to manage one of WIG’s core activities, the Business Attachment Scheme which delivered a programme of c.30 pa short term assignments. The majority of assignments are between government and business, and occasionally to local government and charity sectors.