Based at Southend Leisure & Tennis Centre at Garon Park. We provide a safe traffic-free experience for all from 0-97yrs. old so far! with our 135 bikes inc. 2 wheels through to our specially adapted cycles to cater for all abilities or health conditions.Our aim is to provide a safe fun experience for everyone.

Leads peer reviews (Gateway Reviews) of high-risk programmes and projects across the UK Government Major Projects Portfolio ( GMPP )

Dedicated professional with a proven track record in winning public sector tenders, including successful engagements in G-Cloud, DOS Framework, Tech Services, Digital and Legacy Application Services and other further competitions. Committed to ensuring client success through comprehensive proposal review services and strategic collaboration.Services Offered: 1. Storyboarding Services o Collaborate with clients to develop a robust win strategy. o Provide expert guidance to craft compelling responses to scored questions in opportunities. o Ensure proposals meet the specific criteria evaluators seek. 2. Bid Review Services o Conduct fair and honest assessments of proposals. o Provide indicative scores and overall summaries for each scored question. o Offer detailed drafting comments to strengthen proposals. o Deliver a marked-up copy of proposals with thorough comments on enhancing robustness.I am passionate about leveraging my experience to help clients stand out in the competitive landscape of public sector tenders. I have the skills and knowledge to help clients create high-quality proposals that meet the expectations of the evaluators.

Providing guidance, support and mentoring to SMEs who want to help transform public services by making it simpler, clearer and easier for them to successfully compete for public sector contracts.

Responsible for leading the delivery of seven critical projects as part of the Crown Marketplace foundation programme. This work will provide the technical and architectural foundations for future digital buying of CCS Commercial Agreements, together with several self-service user journeys based on GDS service design standards. These will be the building blocks and components for the future digitisation of CCS-Commercial Agreements. Leading a multidisciplinary team and software delivery partner including developers and engineers. Delivery of the projects is key to the growth of CCS and includes digital services for: Facilities Management; Management Consultancy; Legal Services; Agency Supply Teacher Service; Apprenticeship Training Service; and a Digital Travel Booking Service.

Carry out a discovery into a major DfE business change programme and how corporate services were being provided to a major DfE agency. Produce a service improvement plan and work with key stakeholders to map the services that provided and agree functional service standards as part of a sustainable solution to ensure that the services met the needs of the agency.

OutlineLead the Institute for Apprenticeships setup programme and prepare the Institute for expanding into its wider remit to take on the Technical Education Function Key Achievements• Turned the programme around so that the Institute was successfully launched on time by putting robust programme governance, delivery structures in place, led the Programme team and strengthened control of individual project workstreams to ensure their successful delivery. • Designing a new organisation structure and led the recruitment programme so that 50 new members of staff were recruited over a four-month period.• Negotiated with the DfE to ensure that all governance documents were agreed, including the budget delegation for the Institute.• Secured new premises and managed the move of the Institute into new accommodation with an interim IT solution

OutlinePlan direct and co-ordinate the business operation of the BEIS Digital Group. Responsible for ensuring and improving organisational performance, productivity, and efficiency. Mobilise and enhance the internal organization and infrastructure to enable the BEIS Digital Group to grow and fulfil its mission.Key Achievements• Set up a new business operations function with an operating model that increased the effectiveness and efficiency of Digital, Data and Technology support services through improvements to each function (finance, people, commercial, procurement).• Produced and secured agreement to a business plan for 2016/17. Identified potential efficiencies of £168m by 2020 for an investment of £51m in 16/17 and later years. • Designed and introduced a monthly business and project performance report and dashboard for senior Departmental Governance Boards.• Implemented a monthly spend forecasting cycle and carried out a rigorous challenge of cost estimates for 2016/17 that resulted in a reduction in Digital Strategy costs of 25%

OutlineTransform the way Public Sector buys IT and digital services by creating an open and competitive market that gives access to innovative and quality suppliers, many of whom have never worked with the public sector before. Manage the delivery of the Digital Marketplace platform and the G-Cloud, Digital Services and Crown Hosting Service frameworks.Key Achievements• Reduced the barriers for entry and opened up the UK public sector market, giving over 2,500 new and innovate suppliers the opportunity to work with the public sector for the first time. 88% of these were small and medium size businesses (SMEs).• Over a two-year period, increased the value of sales through the G-Cloud framework from £33m to over £1bn and increased the twelve-month average spend from £2.6m to £42.7m. Increased the number of public sector organisations buying through G-Cloud 278 to 1,013.• Delivered and iterated the Digital Marketplace platform, within time and below budget, ensuring that it met the Digital by Default Service Standard and was legally compliant.• Made it possible for public sector to buy, design, build and deliver digital services by being able to procure what they need to build great digital services leading the multi-disciplinary team that designed and delivered the Digital Outcomes and Specialists framework.• G-Cloud programme was removed from the Cabinet Office’s portfolio of government projects monitored for risk by successfully addressing those risks and agreeing with the Major Project Authority and HM Treasury to take G-Cloud off the Government Major Projects Portfolio.

OutlineSetup of the Government Digital Service as a ‘Whitehall start-up’, building it from scratch to an established business with over 500 people and an annual budget of £68 m. Described by The Guardian as “the best start-up in Europe we can't invest in”. As Senior Information Risk Owner (SIRO), assured that security and information controls were properly applied across the organisation. Managed a team responsible for all commercial and procurement actives. Key Achievements• Led the smooth transition of Directgov and several disparate organisations to become the Government Digital Service and managed the large-scale business change programme this entailed. Managed the relocation of the new organisation to suitable accommodation with an IT system that gave people the tools they needed to do their jobs.• Delivered a 40% saving in IT costs by setting up an in-house IT function and putting in place the contracts required to deliver this.• Put strong financial management in place to ensure that GDS’ budget was adequately controlled. Final spend was always within 5% of budget and did not overspend.• Increased the workforce from 80 to over 500 people in three years, hiring world class talent within the constraints of civil service recruitment.• Chaired the programme board meetings responsible for the launch of www.gov.uk.• Secured an additional £20m for the GDS programme to transform 25 of the most used government transactions into simple digital services and transition of all government websites onto GOV.UK by producing the business case and supporting documentation.

Jointly with the CEO, I set out the vision and strategy for Directgov. I was responsible for its delivery and the day to day operations and performance of the Directgov organisation, running it in the most efficient way possible. I was accountable for an annual budget of £30m. Achievements• Managed a wide ranging portfolio of projects and business change activities, including a three year programme to transition all citizen facing content from central government websites onto Directgov. • Produced the business cases and led the negotiations that saw a robust funding model put in place for Directgov and secured Directgov’s funding through two central government spending reviews.• Put in place robust workforce plans to ensure the organisation was effectively and efficiently resourced

OutlineManage and ensure successful delivery of the Directgov programme, the first UK Government digital service providing a single point of access to public sector information and services. Efficiently manage the Directgov Budget of £12m, and ensured the organisation is effectively resourced with people with the right skills.Key Achievements• Oversaw the growth of Directgov from 500,000 visits a year to over 30m.• Developed and delivered the Directgov project and programme portfolio, ensuring key delivery milestones were met and any potential conflicts mitigated against.• Delivered Directgov’s monthly content release programme, ensuring robust user assurance testing (UAT) was carried out.• Part of a cross-government team that delivered and implemented a new Content Management System (known as The Club Solution).

Managed a team that developed policy proposals and the strategic direction for the eGovernment programme. Briefed Ministers and senior officials on a range of subjects relating to e-Government. Achievements• Worked across government to manage the delivery of the Prime Ministerial target for all central government services to be available ‘electronically’ by 2005.• Represented the Office of the e-Envoy on the ‘officials’ side of a Ministerial committee responsible for agreeing IT expenditure.• Influenced the direction of the e-Government programme and secured Ministerial buy-in for the aims of the Office of the e-Envoy. • Designed and implemented a forward looking strategic planning process that provided a high level, at-a-glance overview of key meetings and main issues likely to arise across all areas of the OeE. • Produced and delivered the UK Online Annual Report.

OutlineManage a team responsible for the development of policy proposals and the strategic direction for the eGovernment programme. Brief Ministers and senior officials on a range of subjects relating to e-Government.Key Achievements• Worked across government to manage the delivery of the Prime Ministerial target for all central government services to be available ‘electronically’ by 2005.• Represented the Office of the e-Envoy on the ‘officials’ side of a Ministerial committee responsible for agreeing IT expenditure.• Influenced the direction of the e-Government programme and secured Ministerial buy-in for the aims of the Office of the e-Envoy.• Designed and implemented a forward looking strategic planning process that provided a high level, at-a-glance overview of key meetings and main issues likely to arise across all areas of the OeE.• Produced and delivered the UK Online Annual Report.

OutlineLead the Consultation Policy Team, ensuring users of public services were consulted about how they could be improved. Provide advice and assistance to government departments on consultation techniques, consumer research and effective complaints handling.Key Achievements• Delivered and ran the People’s Panel project; a research tool comprising 5,000 members of the public, representative of the UK population, who were consulted on a wide range of public service issues.• Initiated and delivered a new consumer focus for public services initiative securing maximum buy-in from departments/agencies.• Established a a cross-government network of Consumer Champions.• Produced the first government consultation code of practice and ensured that it was observed by departments/agencies

Managed an internal MOD management consultancy team responsible for critical examination of HR process across the MoD and providing assurance to the Permanent Secretary that recruitment was being carried out under fair and open competition, staff were being treated equitably and recommended procedural changes as well as advised on best practice. I also carried out organisational reviews of several MOD units.Achievements• Carried out a review of a newly introduced recruitment process and made a number of recommendations that would both improve the process and make it simpler and fairer for staff. All recommendations were accepted and implemented. • Carried out reviews of the following organisations: o Personnel Management, Naval Base Commander (Devonport) o Defence Housing Executive o 1st Sea Lord and Asst Chief of the Naval Staff Outer Offices