Experience

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  Child support agency

  Aug 2006 - Oct 2008

  Debt recovery manager

  Senior business analyst and project manager, managing the implementation of the Debt Recovery strand of the Operational Improvement Plan. Developed and designed strategic and tactical business interventions to enable improvements to debt recovery and compliance, including the contracting out of work to debt collection agencies and the engagement of a Credit Reference Agency to provide financial information to support debt negotiation through a bespoke application of their database. Ensured appropriate project disciplines applied to plan for and monitor progress, ensuring realisation of projected business benefits, identifying risks and invoking appropriate mitigation against non-delivery. Show less

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  Child maintenance and enforcement commission

  Nov 2008 - Jun 2011

  Senior business analyst

  Led delivery, both personally and through a team of business analysts, of business architecture activity - proposition documents, business requirements, process design and procedures - across three lines of business (Debt Enforcement, Client Service and Telephony) to support Child Support Agency change initiatives and projects affecting the work of many thousands of staff, enabling design, development and implementation activity to be undertaken.This involved working with a range of stakeholders from Operations and Policy to enabling strands such as Training Development and Delivery, Design, Communications and Planning & Implementation to understand the impacts of change and develop options that balanced delivery of service improvements against the need to maintain business delivery. Business improvements delivered included the introduction of: a new Agency-wide telephony system; an SMS texting service; Paperless Direct Debits; improvements in the use of Credit Reference Agency data; automated access to Land Registry information; various business process reviews. Show less

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  Legal services commission

  Apr 2012 - Sept 2012

  Means caseworker
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  The legal aid agency

  Sept 2012 - May 2019

  The Channels Strategy was developed to improve how providers and clients contact Legal Aid Agency, transforming our management of contact and deciding what technology is needed to support our interactions with customers in line with our digital strategy. My role involved supporting the procurement and implementation of a multi-channel contact centre solution via G-Cloud, the government's Digital Marketplace; developing and delivering project communications and stakeholder management plans; scoping, developing and delivering a Customer Service Centre in an area of the business that had not previously managed their contact in that way. Show less Manager of a team of 25 staff responsible for the centralised post opening function for the Legal Aid Agency, which involved the accurate handling of around 1.3m items per year and managing the transfer of work to regional offices for processing. The implementation of the centralised post function had run into difficulties shortly after set-up and I was asked to take over a team that was struggling with sub-optimal processes, a poor reputation within the Agency, pressure from senior management to get performance reporting right, and low morale within the team. Many of the team had been recruited externally and therefore had no civil service experience or experience of the work they were doing. The key successes for me in this role were being able to improve performance, building our reputation with Agency senior management through efficient and effective delivery, while building a strong team, developing both their technical skills alongside their personal development. Show less

  • Business Improvement Manager

    Oct 2016 - May 2019

  • Channels Strategy Project Officer

    Nov 2014 - Sept 2016

  • Central Postal Hub Team Manager

    May 2013 - Oct 2014

  • Administration Team Supervisor

    Sept 2012 - May 2013
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  Legal aid agency

  Jun 2019 - now

  Commissioning manager

  The Legal Aid Agency (LAA) has a statutory responsibility to commission legal aid services from a range of legal services providers and to ensure that Legal Aid funding for the public is directed towards strategic priorities and delivers value for money. The Central Commissioning Team is responsible for ensuring the effective procurement of these services. Once policy is set and agree with Ministers, the Commissioning Manager develops and delivers the end-to-end tender process, from writing and publishing invitation to tender documentation, managing bidders, managing the process for assessment and evaluation of bids, to execution of contracts. Post-implementation, the team monitors the ongoing availability of legal aid services in the market to ensure additional contracts are procured when required. Show less