Working closely with clients to provide business expertise to both the private and public sectors.

Led on securing funding for elective recovery across the Devon system, securing approximately £90m in additional elective funding from NHS England (NHSE); and led on the operational planning process for elective recovery. Initial 3-month contract, which was extended several times. • Programme managed the system’s Accelerator site status and associated funding: included developing internal governance framework, producing national submissions to NHSE, attending national Accelerator meetings, and reporting on progress to Board, regional and national NHSE. As a result of this funding, longer-term sustainable elective recovery has been achieved with the operationalisation of the Nightingale Hospital Exeter into Centres of Excellence for Orthopaedics and Ophthalmology (since accredited as a Surgical Hub), and the build of a new Royal Eye Infirmary in Plymouth. Governance framework praised by NHSE.• Led on securing funding for elective recovery Targeted Investment Fund (TIF) funding (two rounds) reporting back of progress to NHSE. Schemes included the development of protected elective beds through modular wards and three new major capital schemes in Devon.• Led on the operational planning process for elective recovery for H2 2021/22, 2022/23 and 2023/24 to NHSE, including the development of a system-wide Elective Recovery Plan, working with external recovery support provided by NHS England.• Represented the CCG/ICB in Devon acute provider meetings, regional and national meetings.• Led and supported other ad hoc work as required - fully embedded into the day-to-day operations.

Estates, Equipment, Consumables & Logistics (EECL) workstream. National awards won include ‘Team of the Year’ & ‘Supply Chain Operations – Process’ awards at the Supply Chain Excellence awards 2022, as well as Highly Commended in the ‘Public Sector Supply Chain Excellence’ category. Worked with the NHS, MoD, management consultancies and service providers on planning, mobilisation and operation of end-to-end supply chain. Initial 4-month contract with Baringa Partners (management consultancy), then extended by 2 months working for NHSE. Represented workstream in twice daily National Vaccine Operations Centre and regional Command & Control Incident meetings to ensure all parties are kept abreast of latest information, and key operational issues from the 7 regions and circa 1.9k vaccination sites were fed back and effectively resolved. • Developed and delivered operational communications to support the planning, mobilisation and operation of the end-to-end supply chain, including set up of sites, introduction of new vaccines, changes in supply chain and logistical processes.• Troubleshooted to resolve operational issues, including participating in deep dive operational reviews to make recommendations on process improvements and ensure learning is identified.• Chaired key stakeholder meetings each week to facilitate partnership working with regional supply chain and logistics colleagues and ensure effective two-way communications and working.• Developed and implemented a short- to medium term Communications Roadmap to support the objectives and key deliverables of the Programme and the workstream.• Worked with the Programme Management Office to ensure effective governance across the workstream.• Worked with the NHS’s central Communications team and Press Office to ensure they are kept abreast of key operational issues and ensured consistency of supply chain-related messaging.

I set up and ran a small business selling organic cotton bed linen, which was sustainably sourced and made to strict environmental and social guidelines. New skills developed included product design & development, website building & management, social media development & implementation as well as all aspects of supply chain management, sales & marketing. Highlights included being approached by a local department store to list product ranges; interior designers buying for their clients and themselves; a famous dragon following me on social media; and the wonderfully touching messages received from customers when I announced the business was closing due to the pandemic.

Appointed to develop the Council’s strategic plan for 2017/18 (a finite piece of work). This involved running workshops across all the services and back office functions to help them develop their service delivery plans for the next financial year, reviewing performance indicators, and identifying “flagship activities” to support the Council’s overall vision and top priorities. New Council Plan successfully delivered to Chief Executive and Senior Management team (due to be approved by the Cabinet in February 2017). Excellent feedback received for this work from stakeholders at all levels. Repeat client from 2014.

Brought back into the Trust to deliver a highly confidential project in the Trust’s Programme Management Office.

• Brought back into the Trust to follow on from earlier work undertaken, as part of the senior management team in Procurement (comprising myself, the Head of Procurement and Turnaround Director from KPMG). Initial 3 month contract, then extended.• Played a key role in improving the perception of Procurement across the Trust through improvement of procurement communications and engagement and moving the department out of “special measures.”• Played a key role in the restructure of the Trust’s Procurement Department: worked with the Head of Procurement and Turnaround Director (KPMG) to produce and gain approval the business case for investment, which effectively doubled the size of the back office procurement function. Strategically led the restructure going forward, developed the JDs for new and revised roles, and project managed the recruitment campaign into the new structure. Involved in decision making aspects of the recruitment process, including to senior management posts within the restructured Department.• Improved procurement governance arrangements across the Trust through the approval and ratification of a new Procurement Policy; communicating the new Policy across the Trust including presenting at Board and Committee level; revising the Waiver process (form, reporting, improving accountability, ensuring penalties for non-compliance could be applied); developing an online Procurement eLearning module; incorporating procurement and finance governance in the new Management Induction Programmes (to be piloted in Autumn); produced ‘How to Guides’, and encouraged buying behavioural change across the Trust.

• Improved procurement performance reporting for various Trust Boards, including the Turnaround Board and Procurement Steering Group.• In liaison with the [then] Interim Director of Procurement, developed the Interim Procurement Strategy, which was approved by the Finance & Performance Committee. • Developed and presented strategy to improve procurement governance through more effective communications and engagement to Director of Turnaround, which was well received (so much so they brought me back shortly afterwards to deliver it).

• Initial 3 month contract, then extended. Established a new Procurement Steering Group, including agreement to Terms of Reference, which met on a monthly basis. This comprised key representatives from across the Trust and sought to oversee delivery of new strategy, policy, contract and commercial management, as well as CIP savings.• Led on pre-procurement market analysis and market testing work (e.g. medical imaging and non-medical non-clinical agency staff) which informed the route to market.• Developed and implemented the new monthly procurement performance reporting.• Drafted the new Procurement Standing Orders (due to go to Audit Committee for approval shortly after I left).• Improved procurement processes e.g. Waiver form, Capital Bid process, savings sign off agreement form.• Developed a centralised Trust-wide contracts management database, to raise awareness and visibility of contractual relationships, opportunities and obligations, and develop a sourcing pipeline of procurement activity going forward.• Worked at St George’s alongside this contract (both part-time contracts) – left Kingston to focus on work at St George’s.

Developed the Council's Strategic Plan for 2015/16. This involved running workshops across all the services to help them develop their service delivery plans for the next financial year, reviewing performance indicators, and identifying flagship activities to support the delivery of the Council's vision and top priorities. New Plan successfully delivered to Chief Executive and senior management team.

Appointed as an interim consultant to transform a traditional procurement analyst function into a true insight service to support the category management approach of the Council and its approximate £700m annual spend. Transformed the offering from a core spend analysis function into a Commercial Insight Team providing powerful insight into markets and suppliers to support all stages of the procurement process. This enabled the buyers, service managers and senior stakeholders to achieve cash and non-cashable efficiencies, monitor supplier performance and improve service delivery through this provision of high quality and meaningful and accurate data and insight. Delivered such insight to Surrey County Council, East Sussex County Council and the South East 7 group of authorities. Markets analysed include adult social care, children’s services, public health, highways, corporate services, fire and rescue, transport, property and construction. Developed and implemented a news alert service across Surrey County Council and East Sussex County Council providing the two procurement teams with latest news of key suppliers and the market places in which they operate. Developed a robust portfolio of insight products: Supplier Insight Reports, Market Insight Reports and Spend Insight Reports.

Initial 6 month interim contract (extended to end December 2011) to establish a new Consultation & Communication team following an organisational restructure. Responsible for the development of the Council’s new Corporate Plan 2012 to 2016, performance management, consultation, and Equality and Diversity. Worked with Councillors, staff, Directors and residents to develop the new Corporate Plan. This involved running focus groups, workshops, and undertaking market research to develop the key priorities and identify action needed to achieve them. Developed the Council's Corporate Equality Scheme and embedded this across the organisation.

Led on compliance with the [then] Comprehensive Performance Assessment (CPA) framework; performance management and service development issues; and prepared the organisation for Comprehensive Area Assessment methodology. Undertook performance reporting to central government, audited and monitored performance across organisation, and acted as key representative to Audit Commission on CPA and inspection issues. Worked closely with council staff, the Board of Directors, politicians and partners such as the Police. A key part of this role involved the preparation of the Council for its Corporate Assessment Inspection: undertaking an in-depth analysis of the council to identify gaps in the run up to the inspection period, and developing and overseeing initiatives to fill these gaps in the run up to inspection; as well as developing and implementing Improvement Programmes pre- and post-inspection. Left due to relocation abroad with husband’s work.

Managed the Service Improvement division, which provided a research, information, performance management, communications and internal consultancy service. Influential role in terms of informing decision-making process and having high visibility through the political process. Exceeded my targets and competencies in each year of service.

Responsible for strategic planning and implementation of marketing plans for industrial and commercial customers, including communications planning and implementation, literature production, direct marketing, campaign analysis, market research and service development.

Set up and delivered a competitor and market intelligence service to provide support for all Thames Water plc companies. This included compiling supplier profiles, market overviews and competitive activity mapping across the water, electricity and gas markets; compiling customer profiles to support the Account Managers and inform the development and management of their customer base; keeping abreast of latest and anticipated regulatory change across the water, electricity and gas industries.

Responsible for full marketing services support, including the project management of commercial sales and marketing campaigns, research and analysis, competitor analysis, exhibition planning and management and ad hoc research projects.

Responsible for the planning and implementation of direct mail campaigns, maintaining the corporate website, production of the customer magazine, organisation and management of corporate hospitality events and industry exhibitions, and the development and implementation of PR campaigns.