Tackling lost earnings through a digital solution for a cashless societyRWRD is a platform comprising of a cashless tipping solution for hospitality staff coupled with a consumer rewards platform, providing digital marketing, loyalty & discovery resulting in increased business revenue & boosted earnings.

A varied role within a complex organisation, demanding a wide range of content knowledge across different business areas. Championing change by helping business sponsors implement delivery at an individual level using a simple framework. Responsible for the up keep of project governance throughout the project lifecycle from idea phase through to closure. The maintenance of budgets, reporting to both Business Sponsors and the Change Management Office. Numerous projects throughout this period were delivered successfully. The maintenance of project plans, leading steering groups, delivering project artefacts were key to success, alongside remaining flexible in the face of an ever changing business through a turbulent time of integration and increased demand.

Responsible for the Governance of over 20 separate projects within an aligned portfolio of change work. Involved in holistic Portfolio planning and the management of key artefacts across the portfolio. Conducted detail analysis of financial burn rates against projected spend, management of resources across numerous programmes of work. Facilitated risk & issues workshops and condensed large amounts of analysis into concise papers for a business audience.

Managed & developed a complete re-structuring of the Rehabilitation & Remedial Training branch (approx 80 employees). Implemented change in both sections and designed a training program for each, added significant value and ensured continuous improvement. The project has seen a significant advance in quality and retention. The project continues to save the organisation money as it re-tunes and re-introduces those recruits that would otherwise have been discarded.Completed an extensive performance management review of the organisation, resulting in several recommendations to senior managers for change to be implemented in order to improve the output of the branch. Managed up to 90 employees and 15 junior managers, including conflict resolution, development and enrichment by engaging in coaching and mentoring techniques, motivating and providing feedback on a regular basis.Monitored training and prioritised conflicting issues, handled escalated welfare concerns within the organisation, ensured the continued improvement of those within the branch.Managed a training team who were responsible for the training of up to 48 new recruits;Planned, executed, monitored training objectives within the guidance of the training syllabus.Achieved my performance target of below 20% Wastage, achieving 15%. I commanded one of only 9platoons that achieved the target out of 64 platoons within the last 2 years.

Applied transformational leadership whilst managing a team of instructors providing supervision to the delivery of a 26 week training program for 48 employees. The team achieved the performance target of under 20% wastage, with a result of 15%, becoming 1 of only 9 teams out of 64 within the previous 2 years to achieve this.

Directed up to 30 men for the duration of a 6-month deployment to Afghanistan. During the tour, I was stationed within a number of small outposts within contested areas of Helmand Province. I maintained control in complex situations making critical decisions under pressure on a regular basis.Managed, organised and monitored the perimeter security for Wimbledon Tennis Club during the 2012 London Olympics alongside G4S employees and the Metropolitan police. Involved detailed de-confliction and liaison.Supervised a unit of 30 men during a deployment to the Falkland Islands for a period of 4 months. Planned and executed long range patrols throughout the main island and surrounding islands. Heavily involved in the containment of large land fire alongside the local fire department for a period of 2 weeks. This involved stakeholder engagement and cooperation across several parties.Lead a unit of 30 men during a deployment to Kenya for a period of 3 months. Planned and executed numerous training exercises and live fire ranges. This involved detailed planning and preparation and resulted in a successful training deployment and positive local engagement.