Having spent time out relocating to the Lake District, I am looking for challenging new opportunities to utilise my experience and knowledge. I am seeking interim, part-time or similar roles and I am willing to commute to obtain the right post. Ideally, the post would be at director or senior management or NED level.

Operational Director of the 55-strong academic Department of Defence Studies, King’s College London at the Defence Academy of the UK responsible for the delivery of professional and administrative support to 3 separate multi-million pound contracts to the Joint Services Command and Staff College, Royal College of Defence Studies and the Qatari Armed Forces Defence Academy. Responsible for the successful delivery of all professional services, including financial authority, strategic planning, policy and programme development and advisor to the Dean and contract-associated military staffs on contractual and delivery matters.

Responsibility for the operational management of the Department, including allocation of resources, finance, space and administrative support. Supported strategic financial and programme planning and budgetary development and for the preparation and submission of external reviews of departmental operations, such as QAA and REF exercises. Responsible for the efficient conduct of all financial operations within the Department, in accordance with College financial regulations and procedures.

Management of the Faculty of Social and Human Science’s professional services staff to provide fully integrated support to students and academic staff. Delivery of University-approved business processes and IT systems, management of data and administrative processes throughout the student lifecycle, quality assurance and student support services.

Business development and client management in the fastest growing free print-media distribution company in London. Development of client base, distribution planning and delivery. Led internal business process review, leading to organisational change, systems integration and revised practices. Concept development and delivery of new full-spectrum integrated media company (Blue Lion Media).

Development of Future Employment Model for Defence aligned to current and future organisational requirements with a view to making it more agile, affordable and attractive to join the UK military. This MoD-wide transformational-change programme involved succession planning, talent and professional-competency management for all military personnel while identifying opportunities for utilising manpower more innovatively thereby reducing annual pay and training costs.

Board-level executive responsible for delivery of personnel administration and operational support services on the largest flying Station in the RAF. Multi-disciplinary role encompassed: finance and resource management, including responsibility for £112M annual operating budget; contingency planning; HR and support services for 3400 military personnel plus their dependents; facilities management; medical services; health and safety and energy management; and, public relations. Engaged in operational planning and execution of the deployment of 1200 military personnel to prosecute military operations. Developed and delivered enhanced community support for the dependents of deployed military personnel.

Responsible for providing high-readiness personnel capability in support of deployed military operations. Delivery of disciplinary and administrative casework for military personnel, including legal engagement and equality and diversity advice. Responsibility for oversight and development of 2000+ RAF administrative personnel, including governance and assessment of performance. Delivered change programme for the management of personnel casework in all 3 Services generating manpower efficiencies, expedited delivery and enhanced reputation. This included highly sensitive and challenging integration of separate civilian and military departments whilst also downsizing operational areas without loss of operational effectiveness. Planned, deployed and provided personnel and support to military operations in Iraq, Afghanistan and Libya.

Personally responsible for annual £110M infrastructure-management budget in support of military operations in Cyprus, Gibraltar, the Falkland Islands and Diego Garcia. Provision of operational-level planning advice to Board of Directors and in support of deployed staffs. Ensuring compliance with statutory regulations, assessment and dissemination of best-practice to practitioners. Development of internal FM policy and practices to maximise efficiency and effectiveness. Against extremely tight schedules and operational risk delivered a 3-year capital works programme including numerous individual and inter-linked projects to cost and time. Developed new working practices and enhanced procedures that have led to efficiency savings in excess of 20% across the Estate allowing the diversion of released funds to high priority projects.

Training and personal development of senior executive-cadre military and civilian students. Non-academic sponsorship and mentoring of international students. Instructional duties aimed at stimulating students’ ability to deal with highly complex, multi-disciplinary dynamic environments, developing powers of analysis and the ability to communicate subsequent findings. Delivered highly successful multi-national demonstration of air power and integrated operational support to 500 students, staff and visiting overseas personnel. Succeeded in graduating all students, including a number achieving Masters degree qualifications.

Development of strategic level concepts and doctrine for the RAF, including multi-disciplinary consultation to deliver focussed policy and plans on personnel and infrastructure management-related activities. Provided policy advice, high-level analysis and executive support to the Air Force Board. Acted as focal point for RAF Ethos and guardian of historically-significant heritage. Successfully implemented change-management programme surrounding executive support to the Air Force Board. Facilitated transition from RAF strategic-level organisation to broader concepts and doctrine. Development of revised FM organisational-level changes to benefit Defence.