Management Team - leadership, management and development.

Executive Team responsibility for developing and implementing the digital roadmap for Mid Sussex. The whole stack from fibre infrastructure, hardware to how we work with people and support businesses and communities. Leading communications and marketing, HR, Customer Services and Safeguarding. Leading, developing and delivering projects across the West Sussex County to stimulate the market and create new digital infrastructure to facilitate innovation in business, public sector and stimulate economic development. Successful projects attracting over £26m grants funded through the LFFN Programme Wave 2 from DCLG, the Business Rates Retention Pilots 19/20 from MHCLG and  LEP Investment Funds.

One of the NESTA New Radicals and Big Issue’s Top 100 ‘Innovators, Agitators and Thinkers’ list 2019. Promoting the rights of people with learning disabilities to live the lifestyle of their choosing.http://stayuplate.org/about/http://www.youtube.com/watch?v=sTREKN5-8Ko

Business mentor and board member for Goodmoney, a CIC based in Brighton & Hove. Our core purpose is delivering services that support and stimulate the local economy, with the aim creating more jobs, opportunities and prosperity for everyone.The services we provide will help local people and organiations to collaborate more effectively and make better use of under-utilised resources.

Interim Chair for the NHSCFA brought into establish the Special Health Authority and its role in takling Fraud across the NHS.

Working with the Chief Executive and Group Board to develop the business. Restructured senior job roles and advised on acquisitions.

Merging Kent and Surrey Sussex Probation Trusts (650 people, c£28m annual contract) and mobilising for the shadow pbr contract for the new Community Rehabilitation Company. Supporting the executive scoping, planing and delivering programmes, mentoring Heads of Service and managing ICT.

Responsible for supporting the Chief Executive in driving the change programme to improve East Sussex County Council. Facilitating and managing senior leadership and service transition across the organisation.Sponsoring and leading cross-organisational customer focus and efficiency programmes.

 Leading a 600-strong department delivering public services, including libraries, archives and registration services; and reviewing, refocusing and preparing for consolidation into a single Business Support Directorate. Refocusing and integrating Marketing and Communications as a component of service delivery. This has included developing and integrating a social marketing approach by identifying and developing communities of interest. These communities are then able to provide mutual support and influence behavioural change in their peers, for example in increasing the uptake of the MMR vaccine. Developing and delivering initiatives to widen the council's reach and more closely involve residents, for example through social media, a digital newsroom, open forums. Introducing commissioning and evidence-based approaches to service design and delivery; including UX in digital services, profiling for services in libraries, and market development for a range of income-generating services, such as legal, registration services and communications.Implementing innovative approaches to staff engagement, knowledge sharing and management. Developing an enabling positive culture, which focuses on problem solving and active knowledge sharing, by encouraging and supporting informal and formal networks.Supporting councillors to engage with communities using social network, both physical and virtual. Addressing governance issues and ensuring suitable support and systems are in place.Working with the third sector to support market development and capacity to innovate and develop new services.

• Developing and maintaining productive partnerships with a wide range of stakeholders. including public and private sector organisations from a local level through to a national level.• Project leadership to design and manage delivery of value for money assessments of public services for vulnerable people.• Manage multi disciplinary team (social care, heath, housing, sustainability providing technical support to field staff and public bodies including PCTs, local government and government departments).• Manage regional team responsible for delivering improvement and assessment work across public services and housing organisations.• Responsible for agreeing and managing budgets for work in the region, negotiating fees and charges for work with government and local public bodies• Develop effective working relationships and negotiate with Government Departments, Councils at CX and Leader level• Project board member for studies investigating value for money in public services• Respond to media requests to deliver key messages. • Manage and resolve complaints, appeals and other negotiations with sector representatives

Director of Special Needs Registered Social Landlord. Provided housing and support services to ex-offenders, people with mental health problems and learning difficulties and the homeless. Led tenant and client involvement in the restructure and re provision of services across Southern England. Managed multi million £ operational and development budgets and worked with the National Housing Federation and Government Departments.

Software development and consultancy business. Built the Government Gateway client for the UK government. This was a project to put all departmental paperwork online for citizens to digitally sign and submit. Designed, built and supported a graphical vehicle-builder for US car manufacturer.

Formed an effective team as quickly as possible to steer the organisation through an organisational review. I analysed and evaluated performance information to agree and propose action and to steer and support and tenants Directors through the recommendations of the review. This also needed me to persuade other members of the group to support this process and integrate business systems.

Operational and strategic management for housing and support services in North East England. Services ranged from Suppoorted Housing for people with learning difficulties to floating support services for people with drug and alcohol related problems. During this time the range of services grew with the aim of consolidating existing provision to improve both the cost of operations and the quality in preparation for Supporting People. I effectively motivated staff to achieve challenging performance targets. I was seconded to work for DTLR (ODPM and latterly CLG). I managed production of reports, consultation sessions with councils and statutory agencies, and briefings for DTLR on the Supporting People programme.

Managed registered care homes and supported housing schemes. Delivered the redevelopment of clustered schemes in Hampshire