Responsible for Business as Usual across the DCTT ensuring that it is integrated with the College Resources and Change Programmes. Coordinated operations of an HQ of over 70 staff, managed the battle rhythm and orchestrated the College operating model including direction on use of data to inform decision making and stakeholder engagement.Led several projects to tackle known weaknesses in College processes and to improve HQ understanding of critical issues. This included reviewing and streamlined College governance, standardising business processes and implementing a college wide continuous improvement process and plan. Also established a College Shadow Board, bring together junior grades to provide the College Management Board with constructive challenge, alternative views to the challenges being faced by the organisation.

Commandant of a Defence School of 650 military and civil servants working in partnership with a contractor team of c500 delivering through career technical, engineering management and leadership training to 12000 soldiers, Royal Marines, aviators and officers per year. Controlled a delegated budgetary of £4M pa for running costs and innovation alongside managing the delivery of a c£20M training delivery contract and an equipment table of c£35M.Led the School and Garrison through the COVID19 pandemic, ensuring the safety of all onsite whilst managing risk and developing novel solutions to training delivery that protected vital defence outputs.Set strategic direction and priorities, leading change activity across the school to improve the quality of training through modernisation, reducing time in training whilst upskilling staff to match new demands.Business Change manger for the move of a sub-unit of 400 staff and students from South Wales to co-locate with the rest of the school, while again maintaining critical operational outputs. Head of Establishment for MOD Lyneham and the 6000 personnel working there with responsible for safety, security, administration, health services, facility management as well as local and regional outreach and engagement.

Responsible for the initial definition and planning for a £400M estates optimisation programme relocating multiple units and the closure of at least one site. Programme was closed early in its lifecycle. I was then tasked to deliver a comprehensive review of technical training within defence leading to an agreed strategy for the delivery of DCTT outputs.Additionally responsible for the BaU management of the 5 DCTT sites, overseeing the prioritisation and delivery of capital works & major projects as well as providing assurance of a maintenance and upkeep spend of c£4M.. Lead for renegotiating leases and contingency planning for a site in South Wales to ensure the political requirement to hand back land to the Welsh Government was met whilst protecting outputs. This required engagement with senior levels with the MoD and the Welsh Government.

Principle Staff Officer responsible for managing the formal relationship between DE&S and two key customers (Army and Strategic Programmes) and the production and performance management of the associated contracts for year-on-year delivery. Also responsible for managing the performance of the Land Domain (Land based systems, weapon systems, ammunition and logistics) in delivering to the RAF and Royal Navy as well as co-ordination of change in requirements or delivery schedule. With the move of Infrastructure financial delegation from DIO to DE&S, I took responsibility for the development, prioritisation and delivery of a 10-year programme of works encompassing all Land Domain sites at a cost of more than £300M.

Led a team of senior Integrated Logistic Support Managers delivering assurance and SME input ensuring effective development of support solutions within the Land Domain to meet customers’ requirements. The lead staff officer managing the relationship between the Support Enablers Operating Centre (Director level Business Unit) and the Army HQ. Developed framework of support requirements with Army HQ and introduced in-service assurance procedures to enhance continual improvement of support arrangements.Worked 2 ranks up as the Land Domain (Director General) functional lead as DE&S implemented a new function led matrix operating model.

Selected to command an organisation comprising over 1000 trainees and 120 permanent staff supported by a contract staff of nearly 500 delivering the Army’s and Royal Marine’s mechanical and electrical technical, leadership and military training. Led the Battalion through a period of change as it took full responsibility for training operations, developing new roles and processes all whilst continuing to modernise and optimise the delivery of training.Lead for the design and early planning for the creation of Defence’s largest technical training organisation through the merger of two organisations from separate locations.

Established a series of Projects to deliver modernisation of REME structures, equipment tables and manpower liability to address gaps and bring liability to a sustainable level in line with wider Army transformation. Day to day management of liability & equipment tables and planning to ensure trade group structures for over 7000 soldiers were sustainable and supported the delivery of critical defence outputs and ongoing operations.Taking on the responsibilities of another Lt Col, delivered training policy for REME, setting the requirements and providing assurance to ensure the needs of the Field Army. Led the design of the REME’s collective training readiness cycle along with a project to improve Defence wide training for Medical and Dental equipment.Assumed the role of Chief of Staff for the Equipment Support element of the CSS Capability Directorate. Providing coherence to the branch’s outputs and specific oversight to Capability Development staff.

A highly competitive post coordinating the activities of 104 Logistic Support Brigade comprising 8 regiments and over 2,500 personnel. Responsible for the provision of movement control, postal, port & maritime and logistic enabling support to UK, NATO and UN operations worldwide. Covered the Chief of Staff role for over a year and elements of Brigade Commander's responsibilities during a 9-month operational deployment.

A competitively selected, top 15%, position responsible for the setting of battlefield utility (fuel, water and power) requirements for all 3 services including 3 new equipment projects spanning concept through to delivery with a total spend of £250M. Provided the link between the Project Team and the MoD Capability Sponsor for all Inservice and project delivery and assurance.

Established a new close support armoured engineering sub-unit of 120 technicians and an equipment table of circa £10M. Leadership of the company as it provided equipment support to 7 Armoured Bde in barracks, across NW Europe, Poland & Canada. Expanded (to 160) and trained the Company before deploying it to Iraq and delivering equipment support to all UK force elements within the overall theatre of operation.

A series of leadership and engineering management roles operating across the UK, Northern Europe, North America and the Balkans. Most notably command of 75 technicians in support of an Armoured Infantry Battle Group comprising of over 100 prime vehicles.