I’m a Chief Executive and Chair who has delivered transformation and worked in civil society, elderly care, retail, policy, property and investments. My focus is growth, impact and sustainable bases for performance, and relish solving complex problems. I work at pace, am determined, and have a strong work ethic. I drive improvement and leave organisations in better shape.My experience and focus on commerciality has enabled me to achieve transformation in civil society organisations. I have brought funding expertise, strategic planning, professional systems and operational resilience, driving growth, improved fundraising capability and outcomes.I’m proud to have left my last three executive leadership roles having created excellent financial health, with high performing cultures and smooth continuity following my exit. At my current organisation, Turn2us, similar transformation has been achieved; deeper and greater impact on people’s lives continues to be delivered. I led increases in staff, expenditure, and income at each charity, enabling greater scale and scope of impact. My background includes Fundraising, Policy, Marketing, Communications, PR and strategy. I served as Non-Executive Director (seven years as Chair) of my family's retail business, working with the MD to steer it to profitable growth with professional systems and governance. Commercial principles and professionalism shape my approach.I understand board governance and dynamics from experience in a variety of settings and have led improvements to board capability and functioning. As Non-Executive Director and then Chair at Elizabeth Finn Homes, a £40m turnover business, I addressed governance and controls, as well as working with the CEO to build a new strategy that has transformed occupancy and returns. I instil prudent financial management, and in all my senior roles have ensured appropriate financial reserves as well as strong, diversified income.I have always acquired, nurtured and grown relationships as part of helping my organisations to function effectively. I find it hugely rewarding to learn from and share with others. I’m not daunted by differences of opinion, but genuinely want to understand others’ motives and perspectives, being very ready to change my mind if there are good data or arguments. I’ve built up a large network that spans local and national government, fellow CEOs of similar organisations, partners and suppliers and a wide range of high-net-worth donors. Connection is key for me and universal professionalism is the common denominator.