A new role for East Suffolk Council, linking customer feedback into strategy, policy, performance management and risk analysis. The new Policy, Performance and Risk team makes sure that we're co-ordinated around the Council's strategic plan -- Our Direction 2028 -- and that we're delivering what residents need and expect.

- Headhunted to a new role designed to improve the customer journeys and quality of experience for all residents and other customers of England’s largest district council.- Spearheading the re-optimisation of our face-to-face operations to incubate and encourage channel choice and improve speed and quality of service delivery. Act as project sponsor for refurbishment work.- Managing the development of sensitive relations with key decision makers in a political environment.

Assigned to Anglia Revenues Partnership.

Created a new corporate role and small team to lead change delivery and communications. Set up a new change delivery framework with linked tools and systems from scratch. Prime point of contact between partner service leads, providing strategic oversight of joint work to divert traffic to effective channels and release valuable team capital to field and resolve high-intensity touchpoints with customers.Leading programmes to increase online self-service, increase process automation and improve nuanced internal communication across complex organisational fault lines. Improved performance of and working relationships with key software and systems suppliers. Facilitated the creation of a new target operating model at organisation and department levels.

Scoped, specified, planned, procured, delivered and closed out the merger of critical line-of-business systems connected to the property tax and social security operations of seven (later five) local authorities.

Apr 2016 to Feb 2017, designed, procured, site-managed and supported small residential schemes for a local builder-developer. Prior to this, engaged in the complete range of construction- and maintenance-based tasks, from minor works to detailed planning and supervision of more complex schemes. Invested in and helped refurbish an exciting creative arts hub on a former US air base in Suffolk. Between May 2014 and Apr 2016 this was interspersed with global travel and casual work.

Co-led intricate remedial works the landmark 1852 south face of King’s Cross station. Led the consultation, design and installation of the re-worked war memorial. Placed boutique retail in a new, 70,000sqft public realm for London. Co-led London Underground interface and operational liaison. Project value £15m.

Scoped and delivered 10,000sqft of A-grade retail and food and beverage space in the grade-I listed parts of King’s Cross station. Geared the work of consulting engineers, three architectural practices and Historic England towards optimal design and rental yields. Matched fit-out completion timings to complex opening. Value circa £7m.

Delivered elements of the concourse diagrid roof at King’s Cross station. Bolstered goodwill through significant project PR and stakeholder management. Pioneered successful ‘war room’ for co-located team to collaborate on delivery. Managed GRIP lifecycle compliance. Achieved mutual gains with neighbouring developers. Value £220m.

Identified and managed key threats/maximised opportunities across a range of risk management disciplines. Deployed value management to maximise resources. Safeguarded budget and schedule through risk identification and qualitative and quantitative analyses.

Produced successful tenders to run landlord outdoor billboard estates in UK and Ireland. Steered growth using rail industry knowledge.

Contributed to several passenger rail franchise bids. Surveyed stations and depots and assisted with new train fleet procurement. Followed by three months of work on a country estate in Hampshire.

Assisted around 2m annual passengers using Ipswich railway station for both daily and occasional travel. Gained hugely valuable experience that informed later work in railway station redevelopment.