Working across both technical projects and corporate services.

Developing a variety of learning opportunities including formal group-based training, 1:1 support, training videos using software such as WeVideo and self-directed learning materials for an organisation of up to 4000 staff. L&OD lead on Dynamics365 (D365) Clarion Futures rollout to around 100 employees. Liaised with business leads to understand ways of working and tailor training solution to specific teams. Solution included facilitator-led training and system user guides. 99% of colleagues felt tools introduced in training would be useful in their day-to-day role. L&OD lead on D365 Vulnerable Residents (VR) project impacting every resident (over 350,000 homes) and 2,500 employees. End to end involvement – from conducting training needs analysis to presenting a training scope proposal and material creation/delivery. VR project required partnership with Project Manager, solution architects, business leads and change analysts. Required creation of weekly project board updates, including raising risks and gap analysis of proposed technical solution. L&OD support for Clarion Field Service project (D365); created and delivered communication strategy impacting 1,500 employees. Implemented cost savings using internal resources and blended learning solutions instead of outsourcing.Managed a team of 8 individuals to complete a CRM training material update, updating over 300 training documents as part of a quality control project.Maintained knowledge of ‘soft skill’ training by maintaining CIPD membership and regularly shadowing ‘Group’ trainers.

Oversight of the management and successful implementation of mentoring projects across the North West, supporting over 500 young people and volunteers, as well as sessional and full-time staff.Overall accountability for the impact data across projects and the measures needed to ensure maximum impact for stakeholders and Trustees. Consistently exceeded yearly KPIs, e.g., attendance data surpassed 75% target across all 22 projects. Deputy Designated Safeguarding Lead responsible for managing the safeguarding processes for around 300 young people.Responsible for the strategic approach to training and development of around 500 sessional staff across the organisation. Included the implementation of a new learning approach that emphasised facilitation skills and required training 20 full-time staff members on delivering this style of learning. Created learning sessions for a full residential weekend of around 200 people (that achieved a satisfaction rating of 80%) and yearly training and development plans. Re-designed a suite of online learning modules to be used for the organisation’s sessional staff with a focus on engaging learners and information retention. Achieved satisfaction score of 80%. Liaised with the Senior Leadership Team to create induction resources as part of an induction pathway for full time project staff. Covered topics such as leadership skills and personal goal setting. Responsible for the development of two direct reports, who themselves managed up to 20 sessional staff members. Created a centralised learning and development intranet site to be used across all organisation areas which directed a culture shift towards both self-directed and social learning.

Overall responsibility for the education centre’s commercial performance during the pandemic; committed time to staff development and relationship building to foster a positive culture within our centre. As a result, we consistently achieved one of the highest retention of customers in the North region from June 2020 onwards. When the centre re-opened in April 2021, after running our service online during the pandemic, the Ashton centre saw the biggest membership number increase in the North-West. Centre achieved company award for annual growth in December 2021.Used KPIs, staff and customer sentiment to consistently assess the performance of the centre; only centre out of 99 to achieve and exceed membership targets 6 months in a row. Responsible for the professional development of a team of thirty, including full time Assistant Directors and part-time tutoring staff; 20% of the team went on to achieve internal promotions to other centres or other areas of the business.Involved in the creation of training resources that focused on staff engagement after identifying a companywide skills gap and being recognised for my work in this area. Resources were used for around 400 managers.Implemented a new business model with a team remotely and ensured its successful communication to over 200 customers. Enhanced new communication systems among staff during remote working to be used as the standard across the company. Trained other managers to deliver this change in process.

Took an active role in the operational standards of the centre. Ensured that customer experience was at the forefront of every interaction by fostering strong rapport with our members and prioritising part-time staff development. Contributed to Cheadle achieving a rolling retention average of 93.1% (company average 92%).Contributed to the growth of the centre by 100 members over the year; Cheadle Hulme became the largest centre in the North-West by March 2020. Worked to maximise growth through external stakeholder relationships. Communicated our centre vision with schools, businesses and charity groups. Work in this area led to a nomination for ‘Outstanding Contribution’ to company growth in January 2020. Successfully completed the assessment day for the Centre Director position – became the first person in the company to achieve full marks. Created a people-centred business plan that prioritised part-time and full-time staff training.

Proactively managed enquiries for weddings and events from point of first enquiry to administration of contracts. Held consultations with clients, converted sales and attracted new business. Worked to create the blueprint for a wedding show with over 50 vendors.

Responsible for the peer mentoring scheme across the entire History department. Trained a team of ten peer mentors to deliver non-partisan advice and information to the student body. Delivered presentations independently for prospective students during open days.