I lead on everything relating to DWPs data sharing with local authorities. This includes live support and data security for our existing 25 data sharing feeds. It also includes around 20 projects at any one point in time to add new feeds or improve the existing feeds.I'm proud to say the work of my team this last six years has saved the taxpayer hundreds of millions of pounds, with much more to come!

I led a team of Consultants responsible for supporting Local Authorities that are struggling to meet DWP standards of delivery for Housing Benefit payments. When a Local Authority was not processing Housing Benefit claims quickly enough, or when their fraud and error performance was unacceptable, we offered consultancy support, carrying out assignments with them to bring performance back to acceptable standards. This included techniques such as LEAN value stream mapping and root cause analysis, or simple advice and sharing of good practice.In addition to the Consultancy work, I was responsible for managing a range of other projects relating to Housing Benefit, within DWP. This included improvements to Housing Benefit Data Matching, as well as work to improve Single Fraud Investigation processes.

I led a team that ensures that all teams within the Fraud and Error Service have the right amount of cases in relation to their capacity, ensuring they are never short of work, but also, never have too much work. I also work to ensure that the quality of their cases improve over time.The second main function of the team is that I lead on DWP's counter fraud data matching detection capability. Over time, I have increased the number of data matching rules, and therefore the amount of fraud and error DWP detects.

I led a team that is responsible for identifying and resolving performance and process issues in the operational arms of DWP that tackle benefit fraud. The process efficiencies I introduced enabled staff reductions of more than 200 staff, through productivity increases of 73%.I also introduced proceedures and capabilities that allowed Pension Credit fraud to be tackled and punished for the first time, forecast to save £90 million a year

I led a large team of analysts that was responsible for analysing the performance of Jobcentre Plus.During the three years in the post, my team transformed the way performance was measured, moving away from clerical activity measures to automated outcome measures.

I led a small team of analysts that was responsible for building and maintaining the evidence base about what skills and qualifications help move workless people back into work more quickly.This involved briefing senior managers and Ministers, as well as setting up evaluations of pilots.

This was an unpaid non-executive role, limited to a term of three years.The Members Council advised and challenged the Board of Britannia on a variety of customer service and strategy issues.

I worked for a team responsible for carrying out analysis of pilots and programmes designed to help severely disadvantaged workless people into work more quickly. For example I evaluated programmes that helped drug misusers and alcoholics move back into work.

This was a four month paid summer internship.During the four months, I was responsible for helping with two projects. One was designing and setting up an area in the main Chester branch dedicated to business customers. The other was a drive to increase HSBC's market share of local business customers in an area surrounding a small branch.