Head of strategic plans for 4 global regions.Responsibilities Include:Planning and programming all RAF activity out to 3-year horizon - including operations, exercises, and Defence Engagement activities. Highlights include the deployment of the RAF contribution to the carrier strike group deployment to the Indo Pacific in 2025, integration of the RAF's expeditionary air wing in Cyprus to the permanent base, and the deployment of an F-35 Lightning squadron to Iceland. RAF lead for all expeditionary infrastructure requirements including but not limited to: aircraft support infrastructure (aircraft operating surfaces, explosive storage areas, technical and domestic accommodation, secure technical facilities).

Planning and executing the strategic deployment, sustainment, and recovery of military forces worldwide.• Specialist air planner within the airlift operations department. Tasking authority for all RAF Strategic Air Mobility flights, and responsible for air movements planning, air transport security and diplomatic permissions for overflights and landing. • Responsible for chartering passenger and cargo aircraft for Defence tasks (~£20m per annum) – including airworthiness assurance and commercial and financial compliance.• Led the needs analysis, design and implementation using Six Signa methodologies of a new airlift plans function which led to earlier decision making in the planning process and more efficient, sustainable, and better value for money multi-modal movement options for Defence tasks. • Proactively led the planning and execution of the operation of Defence flights from civilian airports for 4 months during RAF runway closures. Scope included all passenger flights (schedules and specific tasks) and freight movements. Selecting and operating from 3 different airports for this £3M operation required thorough analysis and planning, extensive stakeholder engagement, clear and timely communication, risk assessment, and detailed lessons capture.

Directly responsible for the command and leadership, training, and development of >100 personnel in highly technical specialist aviation fuel roles, and the planning and provision of specialist fuel capabilities in support of Defence. Typically supporting 90-100 tasks every 12 months in temperate, extreme cold weather, desert, and jungle environments worldwide.• Second in command of the Wing of >200 military and civil service personnel across a multidisciplinary organisation (functions included operations and activity programming, HR, engineering, training, quality assurance, capability development, transport management, and financial planning).• Led a comprehensive end to end review of the unit’s directed tasks and identified that the unit wasn’t appropriately optimised for warfighting. Subsequently devised an 8-year campaign plan out to 2030 to address training, equipment, and procedural shortfalls, and implemented a new readiness and training cycle, and risk management processes. • Implemented significant changes using Lean methods to optimise gross inefficiencies in the way vehicle and equipment fleets were stored and maintained, and how availability was reported. This gave headroom to better support current operations and high readiness commitments, and also allowed personnel to be up and cross-skilled to provide broader operational flexibility.• Reconfigured the unit role during COVID to support national Air Ambulance operations with rotors-turning-refuel capabilities to speed up the transportation times of COVID patients.

Provision of integrated logistics support for the RAF A400M aircraft. • Technical and governance lead for logistics elements of the Engine Support Contracts (Euro Prop International and Roll Royce) and the Global Service Support Contract (Airbus). Key areas included: sentencing repair of aircraft components and associated budgetary approvals (£15M delegation); inventory oversight of the £150M engine public stores account; spares modelling and procurement; supply chain performance monitoring; commercial/contractual governance; and representing the UK MOD in the multinational stakeholder arena. • Identified significant MOD-owned inventory management failings by a prime contractor (£4M deficit). Worked with contractor to establish root causes and develop a joint remedy plan to rectify the situation. Received a commendation for this work. • Singled out by senior management from a prime contractor for a peer-review work strand seeking open and honest feedback on disjointed practices to improve aircraft availability. This direct confrontation with employees required particular tact, diplomacy, and emotional intelligence.

Lead logistics planner in the deployable Air Command and Control headquarters. • Responsible for the leadership and management of the logistics division of ~30 staff and the technical aspects of engineering support, movements, medical, supply, and aviation and ground fuels.• Deployed to the Caribbean on hurricane relief operations for 2 months as part of the joint HQ– role involved planning and executing the sustainment and recovery of the Combined Joint Task Force which peaked at 1300 pers across 17 geographically dispersed locations. • Deployed to Oman for 3 months as the air logistics lead in the national headquarters and was responsible for the sustainment and recovery of 3 x RAF detachments on 3 different airbases.

Responsible for the Forward (FSC) and Reverse Supply Chain (RSC) management for all MOD operations in the Middle East region. • Locations supported included: Air Operations based in the UAE, Oman, Qatar and Cyprus, Naval Operations in the Arabian Gulf and Mediterranean, and Army Operations in Iraq and Afghanistan.

Responsible for planning, executing, sustaining, and recovering helicopter refuelling operations across the globe. • Responsible for planning and generating assured force elements (people and equipment) at extreme high readiness.• Planned and delivered operations in the Middle East, Africa, South Atlantic, Sierra Leone (Ebola) and Nepal (Earthquake relief).

Fleet management of all RAF vehicles (~8000) including bulk fuel vehicles, aircraft handling vehicles, fire appliances, medium and heavy lift and plant vehicle and all RAF ground support equipment (>5000 assets) including fielding, third line repair and readiness availability.• Sponsor for all RAF Mechanical Transport Capabilities (equipment and people).• Financial responsibility for RAF third line vehicle repair budget (£3M) in-year and future forecasting. • RAF sponsor for MOD White Fleet contract (Babcock >3000 lease hire vehicles) and Plant and Mechanical Handling Equipment Contracts (Briggs >500 assets) • Assigned as technical lead for a Service Inquiry following the death of a Serviceman. Work led to improved transport planning, better assured driver-hour management, and improved assurance of legacy (non-safety case) vehicle fleets.

Responsible for the processing and handling passengers and freight, and the safe loading and offloading of MOD aircraft. • Senior responsible movements officer for 12-hour shifts when on base duties, leading a 54-pers team. • Responsible for all passenger processing, freight receipt and processing, load building and aircraft loading/offloading – duties ranged from processing families, loading complex weapons and dangerous cargo, to conducting repatriation ceremonies.• Mobile role involved same responsibilities, but at overseas airbases and airports. Required concise planning and engagement/coordination with host nation representatives. • Deployed to Afghanistan to conduct the same role in Camp Bastion airfield in 2011.

Provision of logistics support to helicopter refueling operations. Leadership and Management of 60 personnel. • Responsible for the delivery of all unit mechanical transport operations including support to operations and exercises, vehicle fleet management (100+ vehicles) and availability, and all driver training and management to >200 personnel.• Unit mobility and supply operations –equipment management and stock holding, consignment of stores to/from UK and global operations and exercises.

Flight line engineer on the Puma helicopter. • First line servicing and scheduled maintenance. Corrective maintenance of aircraft avionics and electrical systems. • Tour included deployment to Norway for 3 months; this included completion of the arduous cold weather survival course.