• The ESTF was a taskforce which was established at pace under the previous Prime Minister. I delivered at pace with my new portfolio of international energy companies and LNG. This was a challenging portfolio as I had little to no expertise within the energy sector, but came to grips with it pretty fast. • I also had to organise more diary appointments with external stakeholders.

• As a Private Secretary to the DG, I ensured that my portfolio (Onshoring directorate) was well managed and the submissions/ work to be cleared by the DG was of a high standard. I set realistic expectations as to when the DG would be able to clear, relaying to teams that the three working day clearing period must be adhered to. I also maintained good relationships with my directorate along with other directorates which helped make my job a lot easier. • I ensured the weekly Steering Group… Show more • As a Private Secretary to the DG, I ensured that my portfolio (Onshoring directorate) was well managed and the submissions/ work to be cleared by the DG was of a high standard. I set realistic expectations as to when the DG would be able to clear, relaying to teams that the three working day clearing period must be adhered to. I also maintained good relationships with my directorate along with other directorates which helped make my job a lot easier. • I ensured the weekly Steering Group ran without a hitch. The VTF Steering Group was comprised of some prestigious members, including Jonathan Van Tam, the Deputy Chief Medical Officer, Thom Waite and the Chair of the VTF, Sir Richard Sykes. I had to create an interesting agenda every week, gathering items from board and VTF members alike. I took the minutes down accurately and sent them out every week on time as they often had time sensitive actions.• I organised a weekly meeting for the VTF, creating a rota for all Directors and the DG to chair. This was often a challenging aspect dealing with conflicting clashes and often last-minute dropouts. I also created the idea of junior grades to speak at these weekly catch ups, promoting what they/ their teams have achieved that week. This gave junior colleagues an opportunity to speak in front of a large audience whilst giving them the well-deserved recognition. The meeting ran smoothly every week, with an SCS chair and a presentation given smoothly every time.• I also did diary management for the DG, this was a challenging task as I had to organise and rearrange a lot of appointments due to the every changing nature of a busy DG’s diary. Show less

• Within BEIS, I worked on ensuring the Cross Whitehall response to a Shock is well prepared and sufficient to help those affected. Some of these ‘shocks’ include Carillion, Thomas Cook and Flybe. I made sure that the Ministers were kept informed on the latest updates, whilst obtaining all the relevant information from the sector teams. I had to compile multiple briefings with vital information about the proposed redundancies and helped set up several taskforces. • I also led on stakeholder… Show more • Within BEIS, I worked on ensuring the Cross Whitehall response to a Shock is well prepared and sufficient to help those affected. Some of these ‘shocks’ include Carillion, Thomas Cook and Flybe. I made sure that the Ministers were kept informed on the latest updates, whilst obtaining all the relevant information from the sector teams. I had to compile multiple briefings with vital information about the proposed redundancies and helped set up several taskforces. • I also led on stakeholder engagement to ensure that business intelligence is shared with the appropriate teams and that other teams are aware of what the team offered. I work with multiple teams and Departments across Whitehall, building up my working together behaviour. • I did a 3-week stint in the Special Advisor’s office. This often involved working to multiple, challenging deadlines whilst simultaneously managing officials’ expectations of when their piece of advice/ submission would be cleared. This enabled me to see the bigger picture as all submissions went through the SpAds office, meaning I could grasp a larger understanding of the Department’s priorities. • I am now part of the Industrial Development Act Board secretariat. This is a challenging aspect, making sure all Board members, who are all external, are kept happy with the papers presented and organised meetings. I also give feedback presented on papers, ensuring project teams include all the vital information which would allow the Board to assess the cases properly. • I also make sure that the Industrial Development Act paper is published in the Houses of Parliament. This requires gathering information from over 5 departments and 60 officials. This also requires me to have a good eye for detail as this must meet the House’s standards to be published. Finally, I am currently organising the Industrial Development Act Board annual dinner. This is a prestigious event which involves ministerial attendance (often our Secretary of State). Show less

• I joined DfT via the Civil Service Fast Track apprenticeship stream on the commercial route. I worked on the Procurement Excellence Team, ensuring that bids on railways sent into the Department were assessed in an open and fair manner.• I helped pioneer the use of ARIS within our directorate, helping colleagues map out complicated processes. This role within the Civil Service enabled me to see how the organisation worked. I spoke to senior members of the directorate, highlighting the… Show more • I joined DfT via the Civil Service Fast Track apprenticeship stream on the commercial route. I worked on the Procurement Excellence Team, ensuring that bids on railways sent into the Department were assessed in an open and fair manner.• I helped pioneer the use of ARIS within our directorate, helping colleagues map out complicated processes. This role within the Civil Service enabled me to see how the organisation worked. I spoke to senior members of the directorate, highlighting the positives of ARIS and why it was needed to create an effective process mapping tool• Additionally, I worked in a Minister's Private Office for 3 months, really helping me transform my making effective decisions and delivering at pace behaviours by having to meet multiple, difficult deadlines. I also managed officials’ expectations well and prioritised what the Minster needed to see, whilst also pressing him on submissions he had missed the deadline for. Show less

• I serviced multiple customers behind the bar at the same time ensuring that every customer was served on time with the correct drink and charged accordingly.• It was often a high demanding job with me staying late to help clear, clean and prepare for the next day. This led me to improve my customer service skills along with homing in my working with others behaviour as I was often doing long shifts with other staff members. • I frequently had to deal with ‘difficult’ customers who… Show more • I serviced multiple customers behind the bar at the same time ensuring that every customer was served on time with the correct drink and charged accordingly.• It was often a high demanding job with me staying late to help clear, clean and prepare for the next day. This led me to improve my customer service skills along with homing in my working with others behaviour as I was often doing long shifts with other staff members. • I frequently had to deal with ‘difficult’ customers who sometimes became angry and complained often. I dealt with every customer in a professional manner, solving situations calmly and swiftly. Show less

• Worked as a tutor at Explore Learning, tutoring kids aged between 4-14 the subjects of Maths, English and Science. • Also helped prepare kids for the 11+ exam and SATs.• Had to give constructive feedback to the children’s parents, enhancing my stakeholder engagement skills and exerted a great amount of professionalism when dealing with troublesome kids. • Won Tutor of the Year in my centre for my excellent customer service and skills.