Chosen to lead a team during a colleague's maternity leave - excellent opportunity, successfully managing a team through a time of great uncertainty and change. Strongly aligned team's work to wider TfL activity including our Financial Sustainability Plan to allow us to recover from the COVID crisis.

Leading on our plans to bring additional rail services into the TfL family to provide a better, more integrated service to customers and build our relationship with the DfT. COVID 19 caused the Department's and TfL's priorities to need to be elsewhere; still worked to engage with stakeholders, support the department's work on decarbonising and take on another secondment to best apply myself in a time of crisis.

Manage an integrated pan-TfL forecasting, business planning and performance management process.

Prioritising London Underground's £10bn investment programme according to investment business case, company strategy, political constraints and urgent requirements.Propose efficiency programmes to reduce costs and protect key investment from funding shortfalls.Provide briefings (presentations, reports, in-person) to directors to ensure informed decisions and to successfully progress proposals through corporate governance arrangements.