• I lead a team of 8 people responsible for generating high quality evidence and learning to influence policy and practice to reduce child poverty and improve children's early learning outcomes in the UK.• The Evidence and Learning team’s work crosses systems change, participation, co-design and programme evaluation, as well as learning systems, culture and practice.• We shape, respond and influence evidence and learning practice across a complex four nation context, working in… Show more • I lead a team of 8 people responsible for generating high quality evidence and learning to influence policy and practice to reduce child poverty and improve children's early learning outcomes in the UK.• The Evidence and Learning team’s work crosses systems change, participation, co-design and programme evaluation, as well as learning systems, culture and practice.• We shape, respond and influence evidence and learning practice across a complex four nation context, working in partnership with local communities, as well as connecting practice and systems across place.• I'm a member of the Department’s Leadership Team, responsible for the overarching strategic goals and impact of our work in the UK (dept. size ~100), including strategy design and the design and delivery of major change programmes. Show less

• I led a team of 5 evaluation and quality professionals who worked to build the evidence base for SCUK’s portfolio of UK programmes. • This included leading strategies for evaluation, implementation and continuous quality improvement

• Responsible for the scale-up of evidence-based social care interventions, which had been developed by the NSPCC.• Developed and delivered engagement and marketing strategy to health and social care sector.• Used implementation science, developed and managed replication strategies to ensure programmes are delivered by others with fidelity and embedded effectively.

• Managed the strategic development of NSPCC's work with families and children living with parents with mental ill-health and substance misuse issues• Held oversight of service development and evaluation.• Focused on knowledge transfer strategies and partnership working

• Analysed and developed NSPCC policy and influencing strategies• Responded to high profile media requests, consultations and policy enquiries• Assisted in developing NSPCC’s priority issues and strategic focus

• Monitored the work of the Strategy Unit to ensure that all projects deliver to time and budget, and utilise staff resource. • Maintained an oversight of the unit budget, oversees all expenditure and report on unexpected variance.• Various other policy-related activities including responses to Government consultations, literature reviews and on-site research projects.

• Owned strategic relationship with a number of NHS Trust IT Directors and CIOs.• Accountable for the deployments of major IT system upgrades, each of value in excess of £2million.• Managed several disparate sets of deployment teams across a number of geographies.

• Accountable for the provision of two IT clinical systems to 62 health Trusts. (Concurrent usage of 10,000 people across London and the South looking after 7 million patients). • Responsible for the acceptance, management, operation, maintenance and recovery of the services, through matrix management an operational team of 80 people and direct management of team of 6 people.• Wrote and negotiated the Service Management schedule for a contract reset worth £800million

• Owned the relationship between BT, 20 London NHS Trusts and the London Programme for IT• Held regular Service review meetings with Trust IT Directors, managing customer issues and board escalations.• Worked with internal operational teams to identify and instigate customer improvement programmes.

• Core achievement was the delivery of over £200,000 worth of proposals to DWP.• Management and delivery of technical proposals to the DWP• Co-ordinated across technical teams to design solution, forecast resource requirements, prepare budget and manage risks

• I devised, designed and launched the Graduates Ambassador Scheme, leading a team of 15 graduates with the aim of strengthening ties between graduates and the business through mentoring schemes, knowledge sharing presentations and and internal careers fair.• Graduate Ambassador Scheme has been adopted as a core and permanent part of BT Graduate Programme, supporting over 120 graduates

• Accountable for the design, roll out and management of an international short term rotation scheme across BT, reporting to the BT Group HR Director and BT Group Talent Director.• Additional responsibilities included writing, sourcing and editing the quarterly Talent newsletter and the design and management of a BT wide retention process.

• Administrative support on Project that delivered a major submission relating to HMRC (of value in excess of £2bn).