Chief People Officer for Archway Learning Trust, a multi-academy trust serving pupils and students in Nottinghamshire and Derbyshire

Delighted to have been appointed to the Associate Director and Head of Organisation Development role that is at the heart of the Government of Jersey's ambition for One Government transformational and cultural change, the biggest transformation in government for a generation Responsible for creating, implementing and sustaining an integrated learning organisation that drives and supports the Organisation Development strategy; developing and delivering solutions for aligned programmes My focus will be to build the skills and behaviours frameworks and associated career maps that enable the development of capability and careers, with talent retention at the core. Promoting a positive and proactive learning culture across the organisation I will be leading initiatives that will provide the talented workforce with the tools and the optimal environment for them to succeed.

Led the DIT ‘One HMG Platform’ project with ambitious and disciplined programme management so that a root and branch review was conducted with forensic analysis on the quality of corporate services being delivered. Set the future quality standards and KPI’s for c. 70 evidence-based improvements from the contract that provides corporate services to c 1,400 staff working internationally in 108 posts. Solution oriented, I entered negotiations with the Partners Across Government (PAG’s) with an agreed departmental position to ensure transparency of service provision; a VfM costing mechanism; and, increasingly professionalised business services that are underpinned by robust data and appropriate governance.

As Director and Chief Operating Officer (COO) for the China and Hong Kong region at the Department of International Trade (DIT) in China I am responsible for regional cohesion and performance management of the Regional Trade Plan, and that the ‘engine room’ at the heart of the region offers efficient, insightful, value adding services. that best support the delivery of jobs and growth.

Directing the analysis, diagnosis and prioritisation of organisation development needs for a transforming UKTI China mission that will optimise performance and deliver accelerated business benefits for both the UK and China. Working directly to the Minister and Director General, this involves close collaboration with the UKTI China senior leadership team, and key engagement with the wider complex stakeholder community on the FCO China platform and beyond; to ensure synergies, opportunities, intelligence, insight and differences are positively maximised.The requirement involves leading the design and implementation of a strategically aligned, and challenging, transformation programme across all posts (including Beijing, Shanghai, Guangzhou, Chongqing and Wuhan). This builds on excellent progress made to date and will best enable sustained high performance through directorate, regional and virtual partner groupings. Specific outcomes are to drive high performance through the greater responsibility and accountability that comes with an empowering organisation that is firmly focused on increasing trade and investment wins through high value opportunities that truly benefit both the UK and Chinese economy

As Programme Director for 'Transforming the Council through You' I had responsibility for leading and delivering the most ambitious people transformation programme the council had ever undertaken: this remains an essential component of the county council's 'Shaping Hampshire: modern, public services for the future' strategic plan 2013-2017. The four key strategic pillars for the programme were Performance Management, People Development, Talent and People Change Management and were integral components of the widespread transformation agenda. These are the people foundations for transformation and included the design, delivery and implementation of a new performance management system and competency framework supported by a truly innovative IT enabler. The developing Talent Strategy, with succession planning, is truly original and cross sector and the People Change Framework has health, well being and resilience pulsating at its very heart.As interim Head of Strategic OD and WFD for the H3 partnership I led the transformation of the service, including the creation of a rationalised joint learning and development service with Hampshire Fire and Rescue Service and Hampshire Constabulary. The H3 partnership is one of the largest in the UK and one of the most consistently high performing with an exceptional track record. Focused on the future, with a clear end game operating model, the H3 partnership is keen to ensure that their people are not only ready but an integral skilled asset, with the right aptitude and attitude, for next generation public service.

Strategic OD lead for Calderdale's ambitious £12.7m invest to save estate infrastructure and rationalisation programme in Halifax. A key focus being to identify potential business transformation opportunities through people engagement and smarter working as part of the economic growth and investment strategy for Calderdale. Working corporately across all Directorates and with multiple partners engaged in this complex build, design and delivery phase with a clear people engagement lens.

Engaged to provide strategic OD capability that directly supports, aligns and enables the bold, ambitious transformation of the council to a highly effective commissioning authority. With key responsibility for the development and delivery of strategic OD solutions for both People and Place, I am also leading the Public Health OD integration work and the OD development of the ground breaking Multi Agency Safeguarding Hub (MASH).

Built and led a team of high calibre OD Consultants, and leveraged potential from the HFBP flexible resource pool, to deliver a range of strategically aligned OD interventions to help transform the Council's approach and delivery of services. Applying whole systems thinking this involved strategic challenge, vision, values and a leadership focus to delivering innovative change and supporting the achievement of MTFS savings through a transformation lens. All delivered in the context of the Tri-borough commitment between the London Borough of Hammersmith and Fulham, Royal Borough of Kensington and Chelsea and Westminster City Council where I led the OD component of the establishment of Tri-borough Adult Social Care Service; the early OD definition phase of Tri borough Corporate Services and helped to establish the building blocks for Tri-borough OD working.

Delivered organisation transformation and rationalisation through the procurement of an outsourced managed L&D services solution for a strategic partnership comprising of four London Boroughs, Lewisham, Greenwich, Bexley and Lambeth. A dual role that comprises of Project Directing the collaborative L&D partnership and tender procurement exercise, based on a shared services model, to deliver significant efficiencies and economies of scale as well as being responsible for OD and People Engagement within Lewisham

Contracted to work with the Government of Swaziland to conduct a needs assessment and the development of a leadership development strategy for the Swaziland Civil Service. The aim is to ensure that all ministries will have Principal Secretaries with the necessary leadership competencies to deliver on the strategic plans of their ministries and effectively contribute to the achievement of the strategic goals of the Government of Swaziland.

Led the organisation and people development programme following the creation of Cornwall Council as a Unitary Authority