The first part of my career was centred in Human Resources, Organisation and Workforce Development. I worked in the private and statutory sector, including local government and the civil service. My focus was on cultural change and organisational restructures following company mergers, national recruitment campaigns, graduate selection centres and large-scale redundancy and redeployment projects. This experience has given me a fantastic grounding in how to manage people through change with care and kindness, skills that have helped me as I have become a manager and director in the voluntary sector.
I moved to the voluntary sector 18 years ago and have loved the drive, passion and agility of the fantastic people I have worked with. I have led the delivery of national multi-million-pound government-funded programmes, set up a commercial income generation department and developed services and income proposals, been a member of the senior leadership team, setting strategy and working with Trustees to lead a medium-sized national charity, and a member of the finance committee, setting budgets and reporting on income strategy and progress.
I am a very successful relationship manager with many years’ experience of Co-production. I believe partnerships, relationships and collaborations are the bedrock of successful growth and income generation. I love managing and coaching people, empowering them to achieve their own ambitions, understand their strengths and be confident to take bold, innovative decisions.
Key Projects:
Set up a Business Development department for a national children’s disability charity
Developed product suite, pricing, customer proposition, income targets and recruited and led a team. Typical annual income achieved was between £300- 500k pa without investment in marketing. The model and framework is now ready for a marketing and brand drive.
Tendering for 16 million pound multi year government contract for national charity
Led tendering process from start to finish, including; bid writing, sub-contractor negotiations, budgeting, KPIs, governance plans and timely accurate submission. Winning the tender led to leading the contract negotiation and securing final agreement followed by contract delivery and management.
Organisational change management following a high profile acquisition
Rolled out culture change programme, including development of shared behaviour competencies, alignment of all role profiles, management development programme and structure changes that required redundancy and re-deployment of multiple departments.
