UK Technology Transformation leader | TMT Markets Director Director in the EY UKI Technology Consulting practice, leading delivery of complex transformation programmes to build effective, secure and technology enabled, organisations that maximise value and build customer trust.

I work with clients to deliver complex organisation transformation and to help them build more effective organisations, with a particular focus on delivering change and transformation in a technology context. I lead delivery of complex programmes to design and implement operating models, organisation and service design and improved processes to strengthen operations and culture, and ultimately deliver lasting change. Recent research and thought leadership has focused on the organisation design lessons traditional organisations can take from digital natives and developing innovative approaches to closing cybersecurity skills gaps.

Vice-Chair of the Board of Trustees from October 2020 onwards.The Prisoners' Advice Service (PAS) provides free legal advice and information to prisoners in England and Wales regarding their rights, particularly concerning the application of the Prison Rules and the conditions of imprisonment. PAS also advises and provides training for other organisations and those advising prisoners. PAS takes up prisoners' complaints about their treatment within the prison system on an individual and confidential basis, taking legal action where appropriate. The trustees of PAS are known collectively as “the Management Committee”. The Management Committee meets on a bi-monthly basis to discuss casework, media, strategy, funding and finance, staffing and governance among other topics. PAS’s trustees have overall control of the charity and hold a dual role:1. Under charity law, they have various duties as trustees, including a duty to act at all times in the best interests of the charity;2. Under company law, they owe certain duties to the company in their role as directors.

During my time at Korn Ferry I consulted primarily in the public sector with a focus on Defence, but also worked closely with private sector organisations including big 4 supermarkets, defence contractors, and major infrastructure organisations.Examples of previous client engagements include:Civil Service Learning- Oversight of the day to day operational delivery of this £25m account, with a specific responsibility for managing suppliers and partners, managing contractual issues and contract extension negotiations, and driving commercial efficiency and profitability in the account.UK Defence Agency- Engagement manager delivering strategic workforce planning for a major UK Defence agency. Modelling the resource required (supply and demand gap) to deliver a highly complex materiel production and sustainment programme. Identifying the resourcing implications against the current production plan as well as an increased plan, and the resourcing and business solutions to address challenges identified.Ministry of Defence- Engagement manager and co-author of research into global innovation ecosystems and a comparative study of national approaches to defence innovation for the Ministry of Defence. Provided an evidence based to help the MOD to make an informed decision about its future approach to innovation.Defence Equipment and Support- Engagement manager benchmarking the size and shape of the Defence Equipment & Support commercial function. Analysed the size and shape of the function, the resource supply and demand gap between, identified opportunities to close that gap and deliver savings. Led benchmarking of the function to compare costs, structure, KPIs etc. against external good practice and defence sector comparators. Identified opportunities to improve structures and practices to move towards a more efficient size and shape, and more effective ways of working.

• Responsible for day-to-day management and leadership of the team of 4.• Lead on strategic issues including Defence Transformation and procurement reform, asset sales and privatisations, bilateral defence engagement in Asia, and equipment strands of the Strategic Defence and Security Review.• Support the Minister and MOD to delivery priorities through key contacts across government (e.g. No.10 and Cabinet Office) and defence industry.• Maintain an overview of issues across the Minister's portfolio and drive delivery within the MOD where high priority issues stall.• Provide proactive personal and strategic advice to the Minister supporting him to make informed decisions and judgements.

• Responsible for creation and set up of the Business Council within UK Trade and Investment and setting on a path towards privatisation.• In addition to developing business and government contacts across ASEAN, worked with the Executive Board (chaired by Lord Mervyn Davies) to raise the profile of the organisation in the UK.• Built a substantial web and social media as well as a significant network of over 500 members through effective networking.• Developed a sustainable and successful business model.• Raised significant funding from a number of FTSE100 companies to support privatisation of the Business Council.

October 2011-June 2012: Export Control Organisation - Licensing ManagerOctober 2010-October 2011: Department for Business, Innovation and Skills - Assistant Private Secretary to the Minister for Further Education, Skills and Lifelong LearningOctober 2009-October 2010: Department for Business, Innovation and Skills - Policy Adviser for China, India and Africa leading on higher and further education partnerships with Sub-Saharan Africa