Reporting to the Board of Trustees on all areas of the charity’s management and development. Ensuring compliance with the charity commission and the charity’s governing document. Managing a team of hybrid working full and part time staff along with volunteers; requiring an understanding of recognised HR procedures and employment legislation. Responsibility for implementing the charity’s short term and long term goals accessing the resources needed and creating measurable delivery plans. Stakeholder management and partnership relationship building to ensure all users understand the direction of the charity and the future goals. Key challenges have been focused on estate and property management. Granting of new short term leases and re-grant of long leases to exiting tenants. Identifying other underused assets of the charity leading to sourcing external providers, generating licences and operations agreements as necessary through to managing strategic partnerships and monitoring progress. Long term development planning of the charity; requiring assessment of the risk posed by major re-development of the site due to flood defences; the impact on use and operating income after completion.

Three distinct areas of focus. Identifying new income streams and implementing required changes to achieve greater market access. Oversight of income and expenditure including for the preparation of annual accounts for submission to the auditor. Development projects which require a specific project plan; initial idea, fundraising and grant applications, render process and contractor management, suitable celebration to mark completion, the following up with evaluation and development of a long term plan for ongoing management. Key achievements include 41% income increase in year 1 and a further 41% increase in year 2. The delivery of a new £130k children’s activity centre in 2022-23 was a particular highlight; especially when it was open by the Queen’s representative.

The day to day management of the charity's estate. Including a community centre, sports pitches, tennis courts, playing fields and liaising with community groups for tenanted assets. Ensuring the assets were in pristine condition for those hiring. Developing procurement policies leading to tender process and eventual management of day-to-day contracts. Overseeing the facility management requirements and compliance with health and safety standards.

Areas of interest include Military History, Royalty and Berkshire Local History.

Leading the organisation of the Countryside Area at the Royal County of Berkshire Show. Coordinating displays, attractions and liaising with business to showcase the best of countryside life, sports and pursuits.

The role included the responsibility of being the; chief of staff to the leader of the council, operations manager to the twelve strong executive committee, secretary to the wider 50-strong group of Councillors providing pastoral care and training opportunities, political adviser and press officer to the leadership. During the role I was tasked with creating a series of workshops to explore the council’s key challenges with a variety of partners.