 Head of Passenger Strategy function, responsible for leading the passenger experience strategy Implemented re-organisation of passenger services functions to create structure for delivery of improvements Acted up to cover the Passenger Service Director role between February and April 2016 leading the Senior Management Team, and representing passenger services on the Executive Group Achievements: • Designed and implemented the Route to Success briefing programme, including Institute of Customer Service TrainMark accreditation for all frontline employees, to embed new vision, values and objectives. Passenger satisfaction with how well staff handled a request improved over the programme by 9%• Scoped and implemented the design of a passenger journey mapping model to support the strategic framework. This identified a portfolio of concepts for future inception both within the life of the current franchise and beyond.• Delivered the roll-out of a new uniform for over 4,000 employees from design to implementation within 9 months

• Led the delivery of the Passenger Improvement Programme• Designed the passenger experience strategy• Led and managed functional support teams including service quality, revenue protection support services, accessibility, and change agents• Responsible for delivery, governance and programme management of committed obligations required within direct award contract, plus additional passenger benefit investment fund projectsAchievements: • Seconded to the bid team to lead passenger experience section of Direct Award proposal, through identification and analysis of a portfolio of improvement schemes, leading to award of franchise from October 2014 through to July 2018 • Developed and introduced KPI dashboard for managers aligning personal and team objectives to focus on and meet a range of corporate performance targets

• Appointed to lead a team to deliver a portfolio of change projects to improve information provision for passengers, particularly during disruption.Achievements: • Improved industry measure of satisfaction with how well delays are managed from 27% to 41%, and being recognised on the shortlist as a finalist in the National Rail Awards Putting Passengers First• Silver Award recognition for managing change programme and influencing Transport Focus to accurately reflect Southeasterns’ change programme in a national report

Arms-length company owned by two local authorities and two government development agencies. Key business focus: Infrastructure provision to enable housing and economic growth.• Responsible for programme management to deliver 31,000 homes and 30,000 jobs to Ashford as a growth area by 2031• Responsible for development, oversight and scrutiny of the £100million capital programme for 2006 to 2011 and the provision of detailed programme and project reporting to the Company Board and the umbrella Ashford’s Future Partnership Board• Programme managed the creation of the Company from inception to formal establishment as a legal entity, throughout the on-going operations and during wind down• Responsible for business case development, procurement, contract management • Risk management and ensuring adherence to the governance framework. • Maintaining the Infrastructure Delivery Schedule, setting out the capital programme to 2031, and associated tools to allow for prioritisation of projects, bid development to secure funding, cash flow forecasting, and effective governance, risk and delivery models• Portfolio also covered financial, HR and information management and performing the Company Secretary role to ensure compliance with statutory, regulatory and good practice requirements, including health and safety, and facilities managementAchievements:  Led bidding, management and assurance of Growth Area Funds. Delivered programme to budget every year and secured additional 15% funding in each round due to proven success Programme managed multiple development schemes including a new library, a road bridge, schools, flood mitigation, other enabling infrastructure and a £2.4m station improvement Member of the team established to negotiate and initiate regional infrastructure fund to forward fund road improvements, proactively unlocking development and economic benefits, resulting in the £20m remodelling of a key motorway junction as a single scheme

- Responsible for the governance framework, risk management and audit processes.- Responsible for delivering a programme of corporate change management projects.- Managed complaints, serious untoward incidents, and FOI requests. This included implementing the database and reporting systems, including the information governance procedures for the SHA and overseeing its’ implementation across the local NHS.- Ran a programme of monthly educational events for Non-Executive Directors from across the whole Kent & Medway NHS community, ensuring they were involved and fully informed of the policy, governance and delivery frameworks required of themAchievements:- Programme and project manager for the merger of the 3 ambulance services that formed South East Coast Ambulance Service NHS Trust that achieved £5million in cost savings and improved patient services- Implemented a database and information system to monitor compliance to the Safety Alert Broadcast System across the local NHS, gaining national recognition

Led clinical governance strategy, CHD framework implementation and programme managed the first paramedic national clinical guidelines for all 32 ambulance services.