Sole management of high profile tour and museum operation, with a team of 70+ employees and casual workers, responsible for a £4m+ revenue business area.• Delivered full reopening of all products following COVID-19 pandemic, liaising with H&S, Football Operations and other club and external stakeholders to deliver full range of products.• Developed operational efficiencies and smarter working to deliver footfall +85% to target while maintaining cost savings.• Developed a visitor-centred culture, developing and motivating the team to deliver record Visit England inspection scores year on year.• Updated Museum, Tour and guidebook to provide increased and organic representation of Arsenal Women’s team throughout the visitor experience.• Delivered complex projects including a wide range of internal and external suppliers and stakeholders on time and within budget.

Managed Hospitality Department with a team of 70 employees with 3 direct reports; controlled P&L with a budget of £1m+; maintained high levels of professionalism and strong health and safety (H&S) culture • Negotiated with clients and agreed delivery of high value brand event; achieved with COVID-19 protocols in place• Planned and organised equipment, procedures, H&S for reopening following lockdown; opened with processes in place to accommodate visitors safely• Created a new premium initiative reflecting post-COVID market changes; delivered in time for peak bank holiday period• Motivated team, mentored key members, provided development plan, training and support, with 4 achieving promotion to senior roles• Implemented responses to visitor social media queries using a new software program; progressed from 0% to 90%+ replies over a 2-month period• Acted as Designated Premises Supervisor for attraction alcohol licences ensuring compliance and adherence at all times

Managed Hospitality and Ride Operations; led a team of 150 employees with 7 direct reports; controlled budgets of £2m• Directed and coordinated customer service strategy; improved KPIs to 94% customer service rating, increased very satisfied visitors by 20%, NPS by 15%• Reviewed and conducted strategic plans for premium offering; delivered £500k revenue and 30% volume increase on reduced experiences • Project managed £165k+ rebrand; met launch deadline, within budget and to higher standards• Turned around champagne bar; drove footfall and increased margins raising revenue by 30% and 50% in consecutive years • Reviewed stock control; reduced variances by more than 200%• Delivered high profile events and initiatives; managed events from single capsule takeovers and larger scale events up to £175k+ • Recruited and selected duty managers; provided on the job and theoretical coaching to ensure all consistently delivered sales targets, commercial return and visitor experience• Conducted complex employee relations meetings involving trade union representatives

Managed operations for UK’s busiest paid-for attraction including Admissions, Ride Operations, Retail and Hospitality; led a team of 250 employees with 5 direct reports; managed £multi-million budgets and delivery of all visitor-facing CAPEX projects• Assigned General Manager responsibilities for 4 months, in GM absence, directed commercial, H&S and people strategy; delivered sustained outcome in all areas• Led and managed attraction emergency response for Westminster Bridge attack; kept visitors and staff reassured and safe during incident• Improved H&S culture; brought physical and process improvements on safety which increased positive employee survey scores• Restructured operating model; achieved 20% increase in utilisation and £500k+ head count savings• Integrated new gift shop and photo opportunity; doubled daily sales spend per head • Led attraction in compliance with financial audit, PCI, H&S legislation; achieved ‘green’ status in all areas of audits• Represented the company in external stakeholder groups maintaining relationships with local community and businesses• Acted as media spokesperson to national and international outlets, delivered key messages gaining attraction PR coverage

Managed Ride and Show department; led a team of 80 employees with 2 direct reports; controlled a budget of £1m+ • Developed a customer service culture; created; brought service and efficiency to the forefront and improved mystery shop scores and KPIs• Led major capex proposals; coordinated with brand marketing, suppliers and group leadership to develop operational proposals for major investment• Advised attractions on operations; provided expertise on efficiency, H&S and customer service for launch of 4 attractions• Led cross-department service improvement initiative; implemented changes which increased visitor satisfaction KPIs• Delivered Finance training; created and facilitated Finance for Non-Financial Managers course across London

Managed department operations with 80 employees and 6 direct reports, plus 60 staff as Duty Manager • Led site, planned and solved operational issues, motivated/monitored team; delivered 23,500 highest attendance to date• Strengthened department with improved culture, recruitment, training and leadership with emphasis on commercial awareness and customer service; improved synergy and collaboration, visitor KPI and staff survey scores• Controlled and reviewed budgets and payroll; managed staffing based on expected attendance, purchased equipment; delivered accurately under budget with increased number of visitors• Developed training; reviewed documents and procedures, updated to ensure best practice with improved standards

Supervised daily front line operation of London Eye and 4D Experience with 15 direct reports and a daily team of up to 30• Led pre-delivery operations of the £5m 4D Experience; recruited and trained teams, developed procedures, liaised with suppliers, marketing and senior management; delivered opening on time with a reduced handover period• Improved efficiency; developed operational planning and issue resolution to deliver the highest levels of efficiency