I support the team at Pie Factory Music to ensure they have the best strategy and resources in place to provide free, accessible music and related arts workshops for young people across East Kent. Pie Factory Music believe music is a superb tool for creativity, motivation, inclusion and self-confidence. They specialise in working with young people from challenging circumstances such as those in care, young people with disabilities and those who face emotional and social difficulties.

Programme Director for the One Digital partnership. One Digital was a short life national digital inclusion programme formed by Age UK, Citizens Online, Clarion Futures, Digital Unite and the Scottish Council of Voluntary Organisations (SCVO). I led the partnership, ensuring that we achieved our strategic goals and met our obligations to the Big Lottery Fund. As lead spokesperson, I worked to increase One Digital's profile, promoted its achievements and shared what we learned. I also worked with key external stakeholders to influence national digital inclusion policy and practice. I led strategic, investigative work with One Digital partners and programme Board to determine whether the partnership should seek to become permanent, including identifying different funding mechanisms. I also worked with an independent evaluator to ensure we could measure the impact of the national level programme.

I led the delivery of the Movember Foundation's global supportive care and outcomes research programmes in the UK. I ensured academic research projects were delivered successfully and that the findings were effectively communicated and used to improve policy and practice within the UK health services. This involved liaising with the funder, key experts, local and national decision-makers and other international programme leads to ensure the research would lead to improvements for men with prostate cancer, nationally and internationally.

I led on activities to drive positive change for men with prostate cancer through evidence-based policy development and influencing strategies. I was also responsible for the monitoring and evaluation of the charity's impact. As part of the Executive Team I had a role in developing and maintaining a focus on our strategic vision and ensuring the organisation was best able to achieve it. The role was made redundant following a large-scale restructure.