I managed a budget of £3m p.a. and led a team of 60 people (45 FTE) with 7 direct reports covering policy, strategy, transformation, corporate performance, scrutiny and line management of the offices of the Leader and Chief Executive.

I led a Programme and Change Support team of 5 FTE who were responsible for supporting the development and overseeing the delivery of corporate programme activity across the Council. Shortly after starting, I took on the wider role of Director of Corporate Strategy, which included this portfolio.

I set up and led the Health and Social Care integration programme across the London Boroughs of Camden, Islington, Haringey, Barnet and Enfield. This was in collaboration with the five CCGs in each borough, local NHS provider trusts and the local Sustainability and Transformation Partnership (STP) Team. I managed a small team of 5 Project Managers to scope and develop a collaborative programme of work across the five boroughs focused on reducing avoidable admissions to local hospitals,… Show more I set up and led the Health and Social Care integration programme across the London Boroughs of Camden, Islington, Haringey, Barnet and Enfield. This was in collaboration with the five CCGs in each borough, local NHS provider trusts and the local Sustainability and Transformation Partnership (STP) Team. I managed a small team of 5 Project Managers to scope and develop a collaborative programme of work across the five boroughs focused on reducing avoidable admissions to local hospitals, and increasing capacity in the social care workforce and nursing care across North London. Show less

I led a team of 5 FTE strategic commissioners to transform services across the health and social care economy through a new commissioning-led approach. I also operationally managed 15 FTE corporate performance and business intelligence analysts for the organisation to enable evidence-based decision making.

I led a strategic team that supported parts of the Council to improve their performance and deliver on corporate priorities.

I led a team to deliver the Government’s flagship youth programme National Citizen Service (NCS). I delivered the £190m procurement of 8 lead contractors and 120+ subcontractors and personally managed a supply chain of 50+ contractors to deliver the programme to 50,000 young people across England.

I ran the office of the Permanent Secretary, managing 4 FTE and providing strategic advice to the permanent secretary, Ministers and senior leaders across the Cabinet Office portfolio to support their leadership of the department

I led the Government’s agenda to tackle fraud, error and debt in the public sector, reporting to the Minister for the Cabinet Office. I authored the first cross-government fraud and error strategy – ‘Eliminating Public Sector Fraud’ (2011), set up the first cross-Government counter fraud taskforce, and oversaw 8 fraud and error pilots across Whitehall that saved £72m.

I led the public sector fraud policy agenda for the National Fraud Authority, before taking the agenda into the Cabinet Office.

I managed a policy team of 5FTE with responsibility for protecting health policy from fraud and abuse, and protecting NHS staff from violence in the workplace.