Supporting the clinical operational management of multiple data studies within the growing portfolio of clinical studies, customer reported outcomes, referral services and clinical surveys.

• Temporary role working as a key worker under the government in response to the COVID-19 pandemic• Working as part of a taskforce carrying out the COVID-19 Infection Survey on behalf of the Department of Health and Social Care (DHSC) in partnership with the Office for National Statistics (ONS)• Key activities include:o Preparing swab kits from supplied materials – triplicate bar code system, so care must be taken to ensure accuracyo Phoning participants to arrange convenient time to visit them, being as flexible as possible to accommodate their availabilityo Visiting participants to complete survey questions (using app called Salesforce), and obtain swab – the swabs are done by the participants themselves, but it is my responsibility to talk them through it and ensure it is re-bagged correctlyo Delivering swabs to courier for transportation to laboratory for testing• Key skills required:o Flexibility to fit around participants work/schooling etco Communication to ensure swabs are carried out accuratelyo Time Management to ensure all visits allocated can be accommodated and mileage optimised as best as possible

Initially a 12-month fixed term contract to support and implement an end to end ERP solution (NetSuite) which impacted the Administration/Transactional TeamAlongside the change implementation, I was also responsible for the effective management of the function (matching & payment of haulier & material purchases, purchase ledger & query management), incl staff/performance mgmt, recruitment, stakeholder mgmt, process improvement, etcI mentored and coached Team Leaders who were put into position because of their business knowledge and processing skills rather than leadership skills, and was courageous dealing with people who didn’t perform, but equally paid tribute to star performers by implementing reward and recognition schemesI implemented a ‘working group’ with representatives from all areas of the business to introduce some ‘fun’ into the workplaceI created and ran values workshops across shared services to help bring them to life as opposed to them being a set of words on a piece of paperI was cover for Group Finance Ops manager when on holiday, and took on day to day management of ReceptionI was awarded ‘manager of the year’ in 2018 for efforts – nominated by peers / direct reports – short-listed then selected by board of directorsDocument Management Solution was in place, but it was with a third party – I recommended that this was brought in-house in parallel with a workflow solution to improve the process & costs – this was agreed to and implemented end of 2019 / beg of 2020In-house DMS/workflow solution enabled a skeleton staff to work from home during the covid-19 shutdown so that the business could continue trading – without this the business would have been limited in the activities it could have doneDue to impact of covid-19, company had to restructure – as a result my teams down-sized significantly and my layer of management was removed which naturally resulted in redundancy at the end of July 2020

Conscious decision to take a break after being made redundant following 27 years at AIG.

I joined the Global ECM (Enterprise Content Management) Services Team in February 2015 following a 25 year career within AIG in the UK. My AIG career started with a 7 year stretch within the A&H Profit Centre, initially in an administrative role before going out on the road relaunching Personal Accident Plans. I then spent 18 years in Operations taking on various management roles within the UK Service Centre based in Birmingham where I played a key part in building and evolving our Operating Model which was key to our success. During this time I also took the lead in setting up many teams, transitioning work out to Shared Services and transitioning work in from various Profit Centres. During this time I also led the change to DMS for UK Operations which gave me an insight into GDMS/ECM and my current role where me and my Team provide support to 22,500 (G)DMS Users globally - our main responsibilities are best summarized as User Support, Communications, Training, Change Management, Knowledge Management and managing key stakeholder relationships.Role made redundant following an organisational efficiency review - the process and automation teams whom we were part of were moved to shared services.

- Mapped to role following ‘functional alignment changes’ within the Company, picking up overall management and leadership of Quality & MI Team, and Extra Support Team (UK support for online and apply system referrals, contract set ups, and associated activities)- Covered for CPS UK Lead whilst on holiday – this included being contact point for direct reports, taking lead on calls associated with transformation activities, and being asked to review an internal proposal which included plans to move more work into Service Centre – this was a lengthy piece of work which gave me the opportunity to work with other areas of the business, and for which I gained feedback from the UK MD to personally thank me for my analysis and due diligence given the urgency and priority this had on the overall business

- Part of Mgmt Team who launched the Service Centre, picking up overall management and leadership of Business Support, Quality & MI Teams- Created a professional & successful culture through performance monitoring & staff training, recommended and led operational improvements to process, quality & efficiencies, developed & maintained internal relationships with key internal stakeholders – all with a view to ensuring excellent service to both internal and external customers

CSG Manager (Jan 2005 to July 2008)-Promoted to CSG Mgr when position became available-Led mgmt of bookings and policy issuance for Regional Branches-Launched Rapid Renewals Team which consisted of renewal offers initially – this grew to ownership of product portfolios (rnwls and MTAs)-Led transition from paper to electronic files-Rewarded with 2nd step on corp ladder (Corp Mgr) as a result of achievements in Jan 2006CSG Supervisor (Jul 1997 to Dec 2004)-Joined Ops at start of journey towards centralisation of non-value add tasks, allowing UWs more time to focus on ‘underwriting’-Worked with CSG Mgr to build and train Team, liaising with relevant PCs throughout-Supported business through transition of key system changes (UAT, Training & Delivery)-Rewarded with 1st step on corp ladder (Asst Vice President) as a result of achievements in Jan 2001PA Plan – Relaunch Consultant (Jul 1995 to Jul 1997)-Relaunched PA Plans with existing clients to encourage more employees to sign up -Organised own diary, ensuring time on the road was utilised effectively-Spent time on-site at Companies to answer employees questions direct about the Plan/cover-All targets achievedPA Dept Administrator/Account Co-ordinator (Feb 1990 to Jun 1995)-Admin/typing support to small Team of PA UWs, Sales Staff & Mgr-Responsible for managing receipt of cheques from companies who took out PA Plans for their employees, & liaising with our internal Accounts Team to reconcile the overall accounts-Created new admin process to support PA salesperson – it’s success gave me the opportunity to present the concept to the UK Sales Team, and it was subsequently rolled out across the UK-PA salesperson saw potential in me - trained & mentored me to promotion of Relaunch Consultant

- Part of large Team providing copy and audio typing support to Planning Department- Co-ordinated work items to ensure completed in order of request, accommodating priority items where necessary- Often requested for personally due to speed and accuracy of output