Set up a programme of work that included an internal restructuring review. Also provided consultancy on the creation of a Corporate Transformation Programme.

Set up and managed a programme of work to facilitate and enable the response to the COVID pandemic and other transformation priorities.

Achievements include:* Undertook several assignments for the States of Guernsey, including delivery of a project implementing a new SAP 'My Learning' module, Review of recruitment policies and processes, providing consultancy service to the Director of Transformation and acting as Portfolio Manager overseeing a £400m of investment in capital and transformation programmes.* Led the South Yorkshire Passenger Transport Executive (SYPTE) through the development of a customer channel migration strategy and implementation plan to realise a £1.7m saving over 3 years whilst improving the overall customer experience and making services more accessible for vulnerable groups.* Introduced new ‘customer experience’ measures for Southwark council during the in-housing of the customer service division.* Provided consultancy services to Hillingdon Council on the development of a corporate Customer Experience Performance Framework to support an 18-month transformation programme delivering significant savings and service improvement across services, including social services, housing and customer services. * Identified £850K of year-on-year savings whilst acting as programme manager for the review of Southwark Council’s customer service contract.* Provided consultancy to Southwark Council on the development of a Customer Service Strategy to help realise 25% efficiency savings in response to the Comprehensive Spending Review.* Led the redesign of the Revenues & Benefits service for RBT Limited at Rotherham Council. Changes implemented included a virtual call centre solution (with home-working functionality) and a 10 FTE structure reduction to realise a £1.3m saving. The customer experience has improved with a reduction to the ‘right time’ measure for Housing Benefit and abandoned calls falling from 10% to less than 2%. The staff reduction has crucially also had no negative impact on Council Tax or NNDR collection, which has actually increased.

Took this dotcom from start-up through to launch - feasibility studies, market research, business and strategic planning, financing, IT development and marketing.

Development and marketing of prototype software for the management of quality assurance in laboratories.

Various projects, including mainframe system migration, departmental unification and new customer service centre.

Member of the successful in-house team selected to bid for the Revenues Service that was put out to external tender. Key achievement was to devise and implemented a radical council tax collection strategy that increased collection by £3.2m – lifting the collection rate from 84% to 90.6% in a single financial year.

Project managed the implementation of the councils’ Corporate Call Centre before leading the day to day operation with responsibility for call centre IT administration.

Led a team of 30 staff administering housing benefits.

Responsible for Council Tax benefit processing, accounts administration and recovery (including attending court for L.O. and summons applications).