Working under the Head of Social, I lead on the social media elements of various key CRUK projects, including the Manifesto for Cancer Research and Care, the Bowelbabe Fund and the Smokefree UK campaign, and play an advisory role to senior charity executives and directors on their use of social media. I also lead on the organisation's community management strategy and approach, and line manage three out-of-hours community moderators, as well as a social media manager.

In this role I managed a team of three to deliver a wide variety of campaigns and projects, as well as oversee the day-to-day running of the RNLI's social media channels and managing our out-of-hours community management rota, to which I contributed. I worked at a strategic level, helping to set the vision and direction for key channels; ensure ambitious growth and fundraising targets were met; led on the paid and organic elements of marketing campaigns; delivered innovation and implemented new ideas; advised others as a social media expert; led on crisis communications; managed key social media tools, including community management software and GA dashboards; and compiled reports and presentations, analysing data to produce insight and recommendations. I was also the team's accessibility champion.And as a regular speaker at events and a member of the CharityComms Social Media Steering Group, I shared my expertise with industry peers on social PR, metrics and storytelling, and wrote for the Institute of Fundraising on using social media for good, featuring case studies where our social media output had made a lifesaving difference.

In this role, I helped our team exceed growth and fundraising targets by setting the charity's social media strategy, core principles and guidelines for each of our owned channels; mapping out detailed content calendars aligned to organisational goals and campaigns; measuring, reporting on and interpreting key metrics; assisting in the running of paid media campaigns; devising, developing and delivering content and fundraising appeals; championing and helping deliver our sector-leading community management approach; and acting as the charity's brand guardian in the social media space.

In this high-visibility role I managed and led on the University's corporate social media presence and a combined global follower base of more than 250,000 students, alumni and other stakeholders.My responsibilities included creative content development and production, both paid and organic; customer service and community management; consultancy and training; analytics, strategy and planning; PR and crisis management; platform development and innovation; and product testing and procurement in collaboration with colleagues across the organisation. Key projects included the development of a comprehensive social media strategy for the marketing team (incorporating the vision and direction for each of the University's channels), the development of social media brand and tone of voice guidelines for the use of all University staff, the procurement and implementation of a social media management tool and launching the University's Snapchat channel. On a daily basis, I produced multimedia content across Facebook, Twitter, Instagram, LinkedIn and Snapchat to maximise the University’s digital visibility and support key recruitment and reputational campaigns, while quarterbacking and inputting into all social media customer service. Showing creative flair, I delivered experimental content in the form of student Snapchat takeovers, Facebook Live broadcasts and GIF-led tweets, all while maintaining a keen sense of the Middlesex brand, style and tone.Unsurprisingly, I worked with a huge number of stakeholders across the organisation to help shape marketing campaigns, improve customer service and provide support and training to colleagues.

In this role I was responsible for representing and promoting the University brand and the Schools of Law and Business across the corporate website and its various social media feeds. I produced a wide range of digital content, including news stories, interview-led features, photo galleries, promotional videos and social media posts, managing a number of different social media accounts on a day-to-day basis.Working closely with key stakeholders across the University, from School deans and academics to members of the marketing team, I led on strategy and development and provided advice and insight to colleagues on a range of areas, including copywriting and social media. Innovations I made included conceiving, launching and managing www.mdxminds.com, an experts'​ blog designed to showcase the University's world-class research endeavours in response to the University's strong performance in the REF 2014.Strategic planning and a brand-led approach were crucial to the role, as well as having a strong understanding of the University's various audiences. Where the need to outsource arose, I commissioned external providers to assist with video production, design collateral and other digital solutions.

I established 11islouderthan10.com with the aim of giving a voice to up-and-coming bands in London, but having developed a strong network of PR and industry contacts, the site expanded to cover music from across the world and feature prominent artists such as New Zealand X Factor star Benny Tipene and Finnish country band Steve 'N' Seagulls. I managed every aspect of the website and produced all the content for it - from interviews, gig reviews and photo shoots to album and single reviews, features and opinion pieces.

In this role I was responsible for producing optimised web content for some of the UK’s biggest companies to brief and in tune with their brand voices.I produced a wide range of promotional content for my clients operating in the travel industry, including landing pages, blog posts and features, and also represented many of them on various social media platforms. I also completed two on-location travel assignments in Morocco and Scotland, producing first-person photo and blog content.To keep pace with developments in content marketing, I worked closely with account managers and clients to develop content strategies and ensure maximum ROI.

I was promoted to Lead Content Writer after proving my worth as a Content Writer, having shown a willingness to take on challenging new projects; impressing my clients with the consistent high quality of my work; writing in a wide range of styles across a broad spectrum of industries; and contributing thought-leadership pieces to the company blog. Projects I worked on included writing for a major online news outlet and contributing interview-led features to a Sunday newspaper supplement.

When I joined Axonn as a Content Writer, my focus was primarily on producing short, snappy news content. Handling the daily news output for up to ten clients required me to be highly organised and efficient, and to have my finger on the pulse across a broad spectrum of industries, from finance to automotive.

Attended gigs and wrote reviews on behalf of this up-and-coming music website.

Before I became a professional writer I managed the office at one of London’s top hospitality consultancies – giving me a fantastic insight into the world of luxury food and drink. My responsibilities ranged from compiling research documents for the creative team and organising travel arrangements for staff members' international trips to assisting with creative menu copy and new cocktail development.

Responsible for leading instructional workshops for groups of school-aged children of varying abilities, requiring an adaptable approach in order to cater to both young beginners and more technically advanced older pupils.

One of several stints at this branch helping customers choose the ideal camera as a reliable member of a small and close-knit team. An outgoing personality and good people skills were essential in this role.

Oversaw the whole sales order process, from handling the initial client enquiry to ensuring the product reached their door.With a frontline NHS client base extending the length and breadth of the UK, our small team was frequently required to meet urgent deadlines, and I needed to be highly organised in order to deal with the large numbers of high priority requests we would receive each week.