Executive Team member within the UK's leading assessment organisation (£250m+ revenue). Leadership responsibility for Finance, Business Planning, Enterprise Technology, Programme Mgt/PMO, Change Mgt, Procurement and Property/Facilities. Board member of trading subsidiaries.

Non-Executive Member of the Board of this exciting and growing joint venture between AQA and Oxford University Press. Bringing high quality and fair assesssment to schools across the world .

Member of the Executive Board of this £100m+ listed company. Responsible for leading and managing the delivery of software implementation and professional services on a global basis, in order to maximise customer outcomes and enhance Tribal’s reputation for quality of delivery.Services included organisational analytics, transformational change, software implementation, programme management, information management, managed services, and outsourced learner operations.

Member of the Global Leadership Team (GLT) in this £50m income and 400 staff NGO that has offices in 16 countries. Accountable internationally for Finance, IT, Facilities, HR, and Organisational Development. Key interface with Trustees on all Resource matters.

Left Tribal voluntarily at the end of December 2010 in order to take a career break and explore new opportunities. Undertook some independent consultancy work.

Became COO at the inception of the Government Division, which was created from six legacy businesses (including Avail, Nick’s prior employer). The division had over 300 staff and a turnover of c£65m a year. Led performance and financial management of the Division alongside the MD. Accountable for Finance, HR, Marketing, ICT, Property and Resource Management. Developed and reviewed innovative and major commercial propositions.

Member of the senior team of this Tribal Group subsidiary. Director of the Performance Improvement & Cost Reduction team, responsible for solution development, team management, and solution sales. Also Finance & Operations Director and Police Account Lead.Clients were central government departments, national agencies, and individual police forces. Work focused on operational strategy, financial and performance management, performance improvement, cost reduction, organisational design, and organisational collaboration.

Consultant, then Manager, within the Government Strategy Practice. Member of the practice management team. Played a key role in the growth of the practice from four to c40 staff over four years.Clients were central government departments, national agencies, and individual police forces. Work focused on financial and performance management, performance improvement, cost reduction and programme management.

Two years financial audit work, which involved the examination and testing of financial planning, monitoring and processing systems.Two years Value for Money work, writing reports for Parliament regarding the economy, efficiency and effectiveness of the use of government funds and responding to correspondence from MP’s, ‘Whistle-blowers’ and members of the public.Organisations included the Home Office, other Justice agencies, the Department for Transport, and the former HM Customs & Excise.