Director driving skills development in support of Payments Strategy. Identify skills gaps and develop training and broader support to develop those skills.Developed a programme to demystify and simplify payments knowledge and practice. Created Payments Navigator (PayNav) to support non-experts across the bank quickly understand payments solutions and support clients improve their cash management. Knowledge is captured, predominantly in short engaging videos, and held in a library - an engaging site that support discovery and curiosity. This is complemented with classroom modules that enable practice, through realistic scenarios, discussions and other training tools.

Helping business clients to:- recover sales proceeds quickly and efficiently;- help manage the transaction information to enable better business operations.

The Stable Operations team work to prevent, prepare or respond to disruption of Gatwick Airport's operation.

Teaching experience of Years 4, 5 and 6 (8 - 11 year olds), including teaching in the most challenging catchment area in Brighton, and gaining Qualified Teacher Status (QTS) in July 2015 under the Schools Direct (Salaried) scheme, graded 'Outstanding'.

Managed 110 personnel delivering strategic and operational logistics support to the Royal Navy.- Responsible for strategic development of UK maritime logistics capability, challenging conventional thinking and pioneering a fundamental change of approach to meet future technical, procurement and strategic contexts. - Chaired the Programme Delivery Board, dealing with high levels of ambiguity, brought coherence across a large and dispersed team, coordinated and focussed workstream outputs to deliver the Navy Logistics' vision. - Early identification of problems, creating innovative solutions and investing in detailed planning. Effective working with external consultancy and industry partners.- Brought rigour and control to the organisation, shaped its priorities, drove activity and robustly managed risk. - Engaging and influencing at strategic level, drafting and responding to Defence policy.

Member of the Senior Leadership Team to the Royal Navy’s operational training directorate, led a team of 20 delivering logistics, medical and media training to all Royal Navy and numerous international ships.- Responsible for orchestrating emergency response training for all Royal Navy ships, balanced the needs of realistic battle damage training versus real-time Health & Safety. Drove the training team to deliver robust and appropriate training whilst coaching ships’ Senior Leadership teams. - Led a team of 6 training support staff to develop and facilitate syllabus and teaching techniques for all training at sea. Transformed the organisation from a didactic and assessment driven approach to a coaching and mentoring culture, increasing performance of both trainers and trainees. - Revised the organisation’s governance, processes and information exploitation to deliver more focussed output and robust management of risk.

Selected to complete this highly competitive and sought after course to develop future senior officers, combined with a Masters in Defence Studies from Kings College London.

- Contributed to planning and executing all National level logistics support to UK Armed Forces.- Deployed to Kabul as project team member establishing a National Contingent Command (small senior team working directly to General McChrystal) representing all UK military endeavours in Afghanistan.

Led a team of 40 trainers and 40 support staff to deliver basic military training to 1,000 new-entry Naval Officers (UK and International).- Inspiring through energy, example and innovative teaching techniques, delivered basic military training; subjects including leadership, planning, management, ethos and history. - As part of the Senior Leadership Team of a high-profile institution, contributed to strategic planning and direction, presented high-level briefings and VIP hosting. - Working collaboratively with a design team, transformed the syllabus, creating imaginative solutions to an increasingly constrained pipeline for a smaller but more operational Navy.

Led a department of 40 personnel to deliver logistics (supply chain and catering), human resources and medical support to a warship (crew of 250).- As the Head of Department responsible for human resources, provided interpretation of policy and counsel on a myriad of personnel issues. Championed a coaching culture helping sailors to turn-around performance. - Requiring a quick understanding of the situation, calmness under pressure, dynamic planning, and inspirational leadership, was responsible for handling all onboard emergencies.- Logistic Workstream Leader for the Sea Swap programme, successfully implementing a new model for manpower and resource management.

Various roles from basic training, Logistics training, running Cash, Pay & Records offices in Faslane and onboard HMS FEARLESS, Naval Logistics support to 3 Commando Brigade (including Commando Course and operational tours to Afghanistan and Iraq), pay policy, Naval Air Squadron Logistics support and taking HMS NORFOLK into decommissioning and disposal as the Logistics Officer.