Whilst managing a team at the DWP, my duties included checking my team’s work, providing feedback regularly, and rewarding good work. It was my job to investigate claimant complaints and to help resolve issues where possible. As a Team Leader I often had to investigate HR issues. This included attendance and misconduct cases. It was my duty to put measures in place to help people return to work and decide what action was appropriate. Another of my duties was helping staff with individual needs such as flexible working patterns and display screen equipment, etc. Motivating and supporting my team was essential. One way I did this was through organising development opportunities. I also had present updates to Universal Credit weekly to my team. I fed their concerns and questions to improve the service. I also took on additional tasks such as organising away days for the Service Centre, which entailed shutting the site, which spreads across 9 floors and has 500 members of staff, for 2 hours to deliver training. This included building and designing training simulators. Other additional duties included being a Mentor Match ambassador and spreading the word about mentoring. I put myself forward and was selected to help lead the roll out of Universal Credit Full Service- the more digital, locally based version of Universal Credit. This included building relationships with local stakeholders, training staff on the new system, and suggesting improvements.

My day to day duties were varied at CLWCA. Firstly, they included producing literature for the London Mayor and GLA campaign. Another of my duties was social media and e-Marketing. I implemented the Constant Contact email system. This included designing flyers and sending them out to thousands of people to advertise fundraising events, helping to set up and administer the Facebook page, and updating the website. I also played a key part in organising events, often for over 400 people. At these events, but also on a day to day basis, it was my role to engage with volunteers and members, to work on the running of events, but also to work on the distribution of literature, such as surveys. I then was responsible for collecting this information and managing it through the Votesource database, and making reports based on it. Part of my job was also liaising with key stakeholders, attending meetings with councilors, GLA members and MPs, and helping at public consultations. Whilst I worked for CLWCA, I also spent some time in the local MP, Mark Field’s office. Here, I spent time on casework. This included researching and writing responses to constituents, meeting with departmental officials to discuss cases, and electronic filing using the Caseworker.mp online database.

One of my main tasks at Balgores Leasing was website management. This included researching new vehicle offers and putting them on the website, researching website providers as part of a company website overhaul, working with the new designer to iron out imperfections in the site, giving ideas for the mobile website, helping to design and write the content for the Greencar energy efficient vehicle website and microsites like the kia-leasing.co.uk site, managing the spend and using Google AdWords and Search Engine Optimisation. Another task was social media and email marketing. I managed marketing campaigns, set up and ran social media pages including the Facebook page which gained 1550 likes, and organised paid posts that individually reached over 180,000 people, and designed newsletters and flyers for email marketing. Part of this task was marketing analysis, and regularly presenting my findings to the directors. It was also my responsibility to keep contact databases including Act, Telnet, and Constant Contact up to date. Another of my duties was training staff through writing procedures, presentations, and general I.T. help.Also worked at Balgores:May-June 2015January 2014June- August 2013January 2012January 2010

In my time at Lloyds Bank, I acted largely as an Associate Relationship Manager, looking after businesses with a turnover of £25-£750 million. In addition to this, I spent time with the Business Support Unit, nursing struggling businesses back to good financial health, and I spent time with the SME team, looking after clients which have a turnover of less then £25 million. I also participated in a team charity challenge, where I raised hundreds of pounds by doing things like waxing my legs. I visited customers on numerous occasions and subsequently drafted credit reports. My main project whilst at Lloyds was on reforming the relationship effectiveness tools. I met with many colleagues, both senior and junior to assess the how effective the current tools were in aiding relationships with customers. I then met with a team of interns from across the country to compare feedback, and from that, we designed the new, improved tools, which we then presented to our regional colleagues.

And May 2015-August 2015