Everyday Change

Acting as a catalyst for change I work with individuals, teams and organisations to make change better.

I lead a not-quite- a consultancy providing insight, tools and techniques to improve how we deliver change in our organisations.

Focussed on building capability rather than building a business pipeline we actively show you ’how’ to change, based on our three tenants of courage, creativity and curiosity. Using a philosophy that is grounded in continuous improvement, we spark conversations that can and do influence organisational wide approaches to engaging with and delivering change.

As an organisation we;
 
•	Challenge and advocate for positive change experiences; bridging the gap between ‘those who decide and those who do’. 
•	Upskill, coach and mentor senior leader’s fulling Sponsorship roles 
•	Facilitate workshops, masterclasses and provide ad-hoc consultancy

Change Lead

University of Salford Students'​ Union

Deputy Chair

Sullivan & Stanley

Partnering with brilliant organisations to realise their ambitions by building capability and confidence through seasoned change leadership.

Lead Associate

Milton Keynes College Group

Enabling the College to realise the most amount of benefit and joy from their externally funded projects. Building new capability and facilities to open up the possibility of learning.

Project Director

University of Northampton Students' Union

Responsible for developing and leading a transformational strategy designed to create an ambitious and open future for the Union and its membership.

Working with a team of phenomenal talent, in 12 months I delivered;

A new strategy and plan; alongside a governance review and implementation approach 
A commercial roadmap that focuses on diversification and sustainable income 
A revised staffing model that created space for brilliant colleges to achieve excellent outcomes.

Chief Executive Officer

The Open University

As a pivotal senior leader, I advised and enabled the Vice Chancellor’s Executive and wider Open University to achieve complex organisation wide change, in support of achieving the University’s strategic goals.

Specifically, I;
• Provided change leadership by informing decision-making about the University change portfolio, including mechanisms for the approval, prioritisation and assurance of change activity;
• Lead, or advise on the University’s most complex change
• Influenced project outcomes by focussing on longer-term cultural change
• Set the strategic direction, budget, plan and operations of Change and Improvement division (FTE 33) to underpin the University’s’ change effort
• Partnered with project and programme teams to enable them to deliver, large and complex university wide changes, through providing hands on support and intervention through assurance activities

Director, Change and Improvement

This role brought together the leadership of The Open University’s permanent Portfolio Office  and the temporary Students First Transformation Programme Management Office and Change function. 

It was a new role that provided strategic leadership  in terms of change and improvement, key to building the capability of the Open University to deliver change and improvement effectively both within the Students First Transformation, and outside it (through the University’s non-Transformation major change portfolio).

Head of Portfolio, Transformation and Change

Working  predominantly at  Director level, with a primary audience of the Vice Chancellors Executive, I lead  the Open University in doing the ‘right thing, at the right time’ navigating a complex institutional landscape at a time of major change within the HE sector. 

I provide the leadership needed to inform investment and strategic decision making. Through my role I promote agility and responsiveness for business change that puts students first and is in support of a resilient workforce. 

Responsible for establishing and growing the institutions change capability, I have established the standard for project delivery within the University whilst maintaining our APM corporate accreditation.

Head of Portfolio

In this role I supported the Interim Director Academic Strategy Unit and the PVC Research and Academic Strategy (RAS)) with the leadership and management of institutional strategic priorities, providing advice on any issues relating to taking forward any institutional strategic initiatives in relation to Academic and Students First Strategy for which the PVC RAS is responsible. In particular, ensuring that the implications from the Academic Strategy and outcomes from strategic initiatives are effectively followed through with any organisational and resource implications understood and managed.

I have enjoyed challenging the status quo on how we create and deliver university wide initiatives, developing cross unit and cross discipline partnerships to generate genuine debate and fruitful challenge.

Academic Strategy Project Lead

In my current role support the Pro Vice Chancellor Research and Academic Strategy in the development and delivery of the university's Academic Endeavour through innovative, sustainable and accessible Strategy delivering on the University's mission through our ambitions and distinctiveness. 

Putting students first, at the heart of our decision making, enabling our students to realise their individual study ambition. 

I do this through supporting strategic and operational leadership, through providing informed, capability based approaches, articulating decisions through business and operational plans that are tracked and measurable.

Portfolio Manager, Academic Strategy Unit

Mirus IT Solutions

Establishing a Programme Office to deliver a range of projects to Mirus’ growing client base, providing structured and controlled approaches to project delivery.

Advocating transparency and communication through utilising subject matter experts and relationship management to ensure project success and business advocates.

Maintaining the ISO accreditations that provide Mirus with core processes and approaches to delivery. Providing assurances to products, services and quality.

Project and Standards Manager

London School of Economics

I was responsible for the overall direction, coordination execution, and completion of projects delivered by IT services at the LSE ensuring consistency with School strategy, commitments and goals. A core part of my role and a key strength is delivering change projects that utilise IT services, software or approaches. Working through process and business improvement to build on best practice, delivering to the user’s and client change that exceeds expectations.

I support, motivate and lead project teams engaging and challenging suppliers, to influence them to take positive action and accountability for their assigned work. I build, develop, and grow business relationships vital to the success of the project.

Senior Project Manager

Kinetic Solutions

My  role was client facing, focused on the development and delivery of Student accommodation and conferencing software. I led the Student Online Services team through a time critical delivery process, delivering web applications to 50 HE institutions, whilst working across the company to schedule and deliver against the development roadmap. I managed and mitigated risks and threats to products, services and quality standards and through projections, proactive engagement and opportunity planning.

My role was multi-facetted, as part of this I managed the delivery of bespoke projects to our HE and conferencing client base, this role includes the facilitation of client project teams, collaborative objective and scope setting alongside the end to end delivery of projects and the Company Roadmap. 

I pride myself in being customer focused, with an ability to develop a partnership with core stake holders and end users.

Delivery Manager

My role as Project Manager focussed on the management of software projects primarily aimed at HE institutions. My role included, but was not exclusive to; 
Identifying and developing the client brief
Leading and managing project teams
Identifying and managing project risks
Establishing communication and management protocols
Managing the feasibility and strategy stages
Establishing the project budget and project programme
Completing and maintain project audit
Promoting and undertaking of project evaluation

My role was focussed on the facilitation of client project teams, collaborative objective and scope setting and the end to end delivery of projects, including initiation, implementation and close down. I actively used the processes identified and championed by PRINCE 2 in order to improve communication, efficiency and quality within a project.

Project Manager

Lancaster University

I have enjoyed working with Design Teams to deliver projects through the RIBA design stages, ranging from £70,000 to £11.5 million, offering a portfolio which includes space management, energy management, corporate identity, and office space refurbishments, alongside new build social and academic spaces. This broad portfolio has allowed for the continual challenges and development of my Project Management style. Delivering an approach that is self-assured, straightforward, and determined in order to increase and improve in the delivery of my projects. 

My role focused primarily on;
Analysing initial concept and feasibility studies
Development of project plans and programmes
Compliance to CDM 2007
Delivery of options appraisals, reports and briefing papers focusing on the merits of design, finance and delivery elements of a project. 
Review and comment on technical documents, inclusive of drawings, specifications and requirements
Timely and accurate project reporting.
Coordinating legal and other regulatory consents
Advising the selection/appointment of the project team
Managing the integration and flow of design information
Managing the preparation of design and construction programmes/schedules and CPM networks
Advising on alternative procurement strategies
Conducting tender evaluation and contractor selection
Establishing time, cost, quality and function control benchmarks
Controlling, monitoring and reporting on project progress
Administering consultancy and construction contracts

I successfully campaigned for a fortnight across campus to be elected into the position, following three years of engagement with the Student Union, University and Collegiate system. The campaign included aspects of multimedia, a high level of creativity and dedication as well as meeting and impressing a number of students.
My role within the Union was to represent Lancaster Students at both local and national levels, ensuring a clear voice and opinion was conveyed, although conflicting at times these challenges allowed the development of effective relationships which supported and contributed toward many successful campaigns and achievements. As Union President I actively led the political direction of the Union Championing the Union’s response to national student campaigns in order to shape and coordinate LUSU-s own local campaigning activity. 
As a Union President I was a trustee of the Union and a non-executive Director of LUSU Trading Company Limited, I was involved in ensuring that the operations of the Union were legal and conducted in a proper manner, as well as being responsible for the financial stability and accountability of the Union. 

I actively identified and initiated a number of project priorities for my term in office; these were designed to to tackle cross-organizational issues, which needs investigation and/or require cultural change. These projects included a constitutional review in light of the developing requirements of the Charities’ Act, parent institution changes and results the of referendum.
Through this role I actively engaged in training in team building, communication and diversity, skills that have been transferable into my future and current roles.

President, Lancaster University Students Union

I help your organisation change, for the better. Change Leadership | Facilitator | Keynote Speaker | Author

I am the Chief Change Brain, behind Everyday Change.  I will enable you to create brave spaces for your changing organisaion to flourish.

I spend most of my time working across sectors that are designed to do good. With organisations who are creating brave spaces for their people and change to come together. This means I get to work with brilliant people and organisations to make change experiences and outcomes, better. And it is incredible. Does this sound like you?

Working with me, well, you get all my best bits: straight talking, delightfully northern and with *winning* sense of humour. Whilst being well versed, trained and tested across major methods and techniques, grounded in research, brought to life in organisations.

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