As Technical Director/Head of Programme Delivery: responsibility for the quality delivery and effectiveness of all Palladium’s UK government (Department for International Development, DFID) projects across all sectors, including governance; agricultural growth and livelihoods; environment and natural resources; health; and research, monitoring and evaluation for a portfolio valued at £450m+ in total and a staff exceeding 2000 people. Focus on establishing quality practices and expectations, troubleshooting problem projects, providing senior leadership accountability to clients, and helping project teams to enhance performance. Oversaw portfolio performance improvement to unprecedented levels, development and introduction of Palladium’s excellent delivery framework, and development of a reputation for consistent high quality with Palladium’s primary client DFIDAs Deputy Head of international development: member of the senior leadership team running the London business, including major growth of the international development business, the smooth integration of major acquisitions, a change of corporate direction to work beyond aid, development of business strategy, leadership of staff through considerable change, and client engagement through project oversight and DFID’s key supplier mechanism

As Director Consultancy: responsibility for all Palladium small consultancy projects across all sectors, including excellent delivery, client satisfaction, and profitabilityAs Director Social Protection: responsibility for the specific development of a global social protection portfolio with DFID as well as the Australian (DFAT) and US (USAID) aid programmesAlso Palladium global lead for international development strategy in the new post-acquisition business, shaping future direction and leading global staff through the change process

One of three Founding Directors of theIDLgroup in 1996, continuing through a sale of the business in 2005, a management buy-out in 2008, and a further sale to GRM International in 2013 at which time I held the position of Chair of the Board and IDL had grown to a niche company with 35 staff, turnover of £3m, and a high reputation for good ethical practice and quality.All the while maintaining a very busy portfolio of increasingly high-level personal consultancy assignments primarily with DFID, DFAT and the World Bank, in the fields of social protection, rural livelihoods and growth, and governance