As Chief of Staff to Dstl’s Chief Technical Officer I provide enterprise leadership and advice to ensure Dstl delivers coherent S&T and capability for Defence & Security, now and for the long term. The role operates across the full scope of the Chief Technical Officer to lead Dstl’s strategy and S&T planning, S&T portfolio delivery (~£650M per annum), S&T capability stewardship and strategic engagement. I also take the lead for operational responsibilities regarding the governance… Show more As Chief of Staff to Dstl’s Chief Technical Officer I provide enterprise leadership and advice to ensure Dstl delivers coherent S&T and capability for Defence & Security, now and for the long term. The role operates across the full scope of the Chief Technical Officer to lead Dstl’s strategy and S&T planning, S&T portfolio delivery (~£650M per annum), S&T capability stewardship and strategic engagement. I also take the lead for operational responsibilities regarding the governance, risk assurance and performance reporting responsibilities of the Chief Technical Officer. This includes leading the planning, organisational design and performance of Dstl’s Strategy, Portfolio and Capability Division, circa 60 staffs. This Division operates at the heart of Dstl, and at the interface the MOD commissioning organisation, and is responsible for optimising Dstl’s impact through centralised planning for decentralised execution by our operating Divisions and strong governance to drive effective implementation. Show less

This Chief of Staff role was to deputise for the Capability & Delivery Director, lead the supporting corporate business unit (the Capability & Delivery Office) and its senior leadership team, and provide timely advice to the Director across their full remit. I was responsible for S&T portfolio delivery, capability health and Portfolio, Programme and Project capability improvement in addition to the general management of the business unit and its staff. I consistently deputised for the… Show more This Chief of Staff role was to deputise for the Capability & Delivery Director, lead the supporting corporate business unit (the Capability & Delivery Office) and its senior leadership team, and provide timely advice to the Director across their full remit. I was responsible for S&T portfolio delivery, capability health and Portfolio, Programme and Project capability improvement in addition to the general management of the business unit and its staff. I consistently deputised for the Director to represent accountability across this remit with the Chief Executive.Over this period I embedded three new Directors including a new Chief Executive who I supported to derive a new organisational strategy and executive level design. I established effective interfaces and performance reporting mechanisms to the new commissioning organisation in MOD, and transitioned Dstl to a redesigned MOD S&T Portfolio (circa £650M) following MODs Science Capability Review (SCR) implementation. Show less

Core responsibilities of this Chief of Staff role were to lead on organisational and S&T governance and risk assurance; safety and incident investigation; operational management of the Delivery Director’s office; represent the Delivery Directorate in all organisational transformation; and oversee embedded military resourcing (c. 90 military personnel). During this period I represented the core S&T function of Dstl in programme teams transforming S&T in UK defence. Firstly the… Show more Core responsibilities of this Chief of Staff role were to lead on organisational and S&T governance and risk assurance; safety and incident investigation; operational management of the Delivery Director’s office; represent the Delivery Directorate in all organisational transformation; and oversee embedded military resourcing (c. 90 military personnel). During this period I represented the core S&T function of Dstl in programme teams transforming S&T in UK defence. Firstly the transformation of Dstl structure from 11 S&T departments to 5 S&T Divisions. Secondly the programme that implemented the Government Chief Scientific Adviser’s Science Capability Review which transformed how MOD delivers S&T. I led the design of Dstl’s centralised interface to the new MOD S&T commissioning body including the laydown of Dstl’s 90-strong military staff to ensure command and control arrangements were optimised between Dstl and the three military services. On behalf of the Chief Executive I also led an intervention to design an improved safety structure in Dstl with the associated governance and performance framework. This work laid the critical foundations for an enhanced safety management system on which to operate Dstl’s high hazard business. Show less

I led Dstl’s Governance business unit to provide Dstl Chief Executive with assurance that Dstl has appropriate controls to operate legally and in compliance with all relevant regulations, standards and policies. I was accountable for delivery of the above purpose for Dstl but also the leadership and good management control of the business unit and its core functions including process ownership, budgetary control, line management, professional development and succession planning for the… Show more I led Dstl’s Governance business unit to provide Dstl Chief Executive with assurance that Dstl has appropriate controls to operate legally and in compliance with all relevant regulations, standards and policies. I was accountable for delivery of the above purpose for Dstl but also the leadership and good management control of the business unit and its core functions including process ownership, budgetary control, line management, professional development and succession planning for the capability encompassing 50 staff. My headline success was to transform the performance of this corporate function to become the new Chief Executive’s trusted outer office to them and their Executive team. An example of the changes I implemented is that, on behalf of the Audit Committee Chair, I professionalised risk assurance delivery and reporting to inform executive decision making and enhance the productiveness of governing committees and boards. As a by-product, Dstl received NAO nomination for a prestigious national corporate reporting award in 2012 and 2013, winning this in 2012. A further example of the impact I had in this role was more mature corporate risk management to formally shape strategy, inform decision making, and ensure delivery of organisational goals.My success was such that over the course of this period the Governance unit’s functional scope grew from corporate secretariat; risk assurance and reporting to also include strategic relations; corporate communications; organisational strategy and change. I delivered this broader remit and more effective performance while reduction staff numbers by 40% over 2 years through a new strategy, plan and design which included establishing a strategic assurance partner in industry. Show less

I led a newly established unit in Dstl’s corporate centre reporting directly to the Deputy Chief Executive to formulate Dstl’s strategy during a period of significant change across government and associated fundamental reviews of UK Defence. I applied my analytical and planning skills to characterise the highly complex and ambiguous environment, derive options for Dstl’s future and evaluate them to enable the Dstl Board and Executive team to make strategic decisions. Ultimately I… Show more I led a newly established unit in Dstl’s corporate centre reporting directly to the Deputy Chief Executive to formulate Dstl’s strategy during a period of significant change across government and associated fundamental reviews of UK Defence. I applied my analytical and planning skills to characterise the highly complex and ambiguous environment, derive options for Dstl’s future and evaluate them to enable the Dstl Board and Executive team to make strategic decisions. Ultimately I delivered a Corporate Plan for the Chief Executive encompassing a clear strategy and a streamlined Business Plan for implementation. I also provided the internal focal point for Dstl’s quinquennial review of its status as an Arm’s Length Body of MOD deriving and securing Ministerial endorsement of a revised role and clarified purpose for Dstl. Show less

Leading a series of large Dstl business units (Groups) in the helicopter, large transport aircraft and air asset survivability defence domains with overall accountability and responsibility for:• customer / stakeholder management including designing S&T programmes to meet defence needs; • delivering complex MOD S&T projects to time, cost and quality (circa £16M per annum); • sustainment of defence S&T capabilities in decision support/operational analysis, systems analysis, systems… Show more Leading a series of large Dstl business units (Groups) in the helicopter, large transport aircraft and air asset survivability defence domains with overall accountability and responsibility for:• customer / stakeholder management including designing S&T programmes to meet defence needs; • delivering complex MOD S&T projects to time, cost and quality (circa £16M per annum); • sustainment of defence S&T capabilities in decision support/operational analysis, systems analysis, systems engineering and integration trials • technically partnering S&T delivery from industry suppliers and collaborating with international allies; • profit centre management; • line management of 7 team leaders with over 100 staff in total. I was purposefully deployed to lead these particular units to make tangible improvements to their performance on behalf of the Air & Weapons Department. My success was such that I became the Deputy Department Manager for approximately last year of this period. In that capacity I led business and capability planning, staff development strategy and succession plans securing significant internal investment from the Executive Committee. Show less

Leading a series of Dstl Teams in the helicopter and large transport aircraft defence domains with accountability and responsibility for delivering MOD S&T projects to time, cost and quality; sustainment of specified defence S&T capabilities; technically partnering industry delivery support; collaborating with international allies; line management and development of staff (up to 26 direct reports); and customer/stakeholder management.Key achievements in these roles… Show more Leading a series of Dstl Teams in the helicopter and large transport aircraft defence domains with accountability and responsibility for delivering MOD S&T projects to time, cost and quality; sustainment of specified defence S&T capabilities; technically partnering industry delivery support; collaborating with international allies; line management and development of staff (up to 26 direct reports); and customer/stakeholder management.Key achievements in these roles were:• Establishing a new S&T capability area for Dstl with a new MOD customer base, growing investment from £200k to £2.6M in 2 years.• Consolidating S&T capability into one larger team to satisfy multiple stakeholder communities and defence domains more efficiently. • Influencing MOD customers’ S&T requirement definition and designing an associated S&T programme utilising UK S&T capability in government and industry. Show less

I personally delivered and lead teams to provide professional operational analysis to enable effective defence policy capability and operational decision making across a number of projects and critical defence tasks. Key examples are: • Leading a deployed operational analysis team in Iraq during Peace Support Operations. Providing in-situ advice to commanding military officers of a Multi-National Divisional HQ. • Leading analytical support to an inter-departmental cross government unit… Show more I personally delivered and lead teams to provide professional operational analysis to enable effective defence policy capability and operational decision making across a number of projects and critical defence tasks. Key examples are: • Leading a deployed operational analysis team in Iraq during Peace Support Operations. Providing in-situ advice to commanding military officers of a Multi-National Divisional HQ. • Leading analytical support to an inter-departmental cross government unit working in collaboration with the Afghan government to tackle the cultivation and proliferation of Afghan drugs. • Leading multi-disciplinary S&T teams to enable senior military officer training exercises at the Defence Academy. Show less

Responsible for managing executive recruitment campaigns on behalf of private sector accounts. Attracting and selecting high performing professionals to market to target employers and sectors.

Two positions held:• Permanent Joint HQ: Joint Readiness & Training Analyst supporting UK and multi-national joint force training exercises in UK and overseas.• Air Warfare Centre Nimrod Operational Evaluation Unit: Leading radar and weapons trials / exercises.

Defence Evaluation & Research Agency (DERA). Two position held:• HQ Northern Ireland: Leading / supporting bomb disposal and surveillance trials/exercises. • Centre for Defence Analysis: analysis support and leadership to defence equipment procurement projects in land, air and joint forces domains.