I help public sector chief executives overcome the isolation and vulnerability of their job, so they can lead with greater confidence and ease. My work has included:- Coaching a Chief Executive new to the role, then working with her and her Management Team to develop their collective capacity to lead change across their high-profile organisation;- Long-term work with the Chief Executive and senior team of a county council, helping them to form as a team and to develop their capacity to lead in a political environment;- Coaching the Chief Executive of a well-established software company, helping him review and adapt his leadership style as his role changes; and- Facilitating awaydays for the Permanent Secretary and top team of a central Government department to build the team and help them to develop new ways of working.I gained an MSc in Organisational Change from Ashridge Business School. This brought new ideas and approaches into my work, including Gestalt psychology, complexity theory and relational working.Before running my own consultancy, I worked for twelve years at the Audit Commission, initially in policy and research roles before moving into senior management. In my time there I was personally involved in the merger and de-merger of departments, the launch of new products and services, and coping both with fast growth and with rapid budget cuts. I worked closely with the Chief Executive and Managing Directors on change projects and strategy development. My final three years at the Commission were spent as an internal consultant.Prior to the Audit Commission I worked in a range of policy and research roles, mainly in the public sector.I play board games with my kids, hike, read voraciously, and play chess very badly.

During my time at the Audit Commission I was involved in corporate strategy development, helped to launch new areas of business, played leading roles in internal departmental mergers and de-mergers, and worked directly to the Chief Executive and Managing Directors on a range of projects.My day job involved leading teams of researchers to investigate the potential for improving public services in England. I led the first research into central government intervention in failing public services, which was published as 'A Force for Change'.

The IRRV is a professional body; most of its members work in local government revenues and benefits departments. As Head of Policy & Research my responsibilities included contributing to the corporate and strategic direction of the IRRV as a member of the management board, and establishing and maintaining links with politicians, civil servants, other professional bodies, representative organisations and Government agencies.