Experience

The Honest Marketer

• United Kingdom
• Advertising Services
• 1 - 100 Employee

• Education marketing strategy, insight & communications

  • Jul 2014 - Present

  Launched in July 2014, our marketing consultancy pools over 40 years' combined experience in strategic marketing, marketing communications, market insight and data analysis. Our extensive past experience means that we are able to specialise in, but are not limited to, marketing support for the education sector. www.thehonestmarketer.uk Current projects: - researching and writing website information for 200+ undergraduate courses at Bangor University - project managing the launch… Show more Launched in July 2014, our marketing consultancy pools over 40 years' combined experience in strategic marketing, marketing communications, market insight and data analysis. Our extensive past experience means that we are able to specialise in, but are not limited to, marketing support for the education sector. www.thehonestmarketer.uk Current projects: - researching and writing website information for 200+ undergraduate courses at Bangor University - project managing the launch of CEG Digital's new online learning microsite for the University of Reading - business case studies and apprenticeships CRM content for the University of Westminster. Show less Launched in July 2014, our marketing consultancy pools over 40 years' combined experience in strategic marketing, marketing communications, market insight and data analysis. Our extensive past experience means that we are able to specialise in, but are not limited to, marketing support for the education sector. www.thehonestmarketer.uk Current projects: - researching and writing website information for 200+ undergraduate courses at Bangor University - project managing the launch… Show more Launched in July 2014, our marketing consultancy pools over 40 years' combined experience in strategic marketing, marketing communications, market insight and data analysis. Our extensive past experience means that we are able to specialise in, but are not limited to, marketing support for the education sector. www.thehonestmarketer.uk Current projects: - researching and writing website information for 200+ undergraduate courses at Bangor University - project managing the launch of CEG Digital's new online learning microsite for the University of Reading - business case studies and apprenticeships CRM content for the University of Westminster. Show less



Dachshunds Daycare

• United Kingdom
• Recreational Facilities

• Licensed home boarding & dog daycare

  • Sep 2019 - Aug 2020

  Night & daycare dedicated to dachshunds. Fully licensed, fully insured, canine first aid trained and DBS checked, Kathryn and Paul Jones offer daycare and home boarding with resident sausage dogs, Frankie and Benji. Because the maximum number of guest dogs we look after at any one time is four (typically two), Dachshunds Daycare is very much a 'premium' service. Your dog will have our full attention, be given lots of love and a jam-packed entertainment schedule. We take pride in offering a true… Show more Night & daycare dedicated to dachshunds. Fully licensed, fully insured, canine first aid trained and DBS checked, Kathryn and Paul Jones offer daycare and home boarding with resident sausage dogs, Frankie and Benji. Because the maximum number of guest dogs we look after at any one time is four (typically two), Dachshunds Daycare is very much a 'premium' service. Your dog will have our full attention, be given lots of love and a jam-packed entertainment schedule. We take pride in offering a true 'home from home', where your pet is genuinely treated as one of our family. Pick-ups available for long stays within 2-hour radius of Kettering, includes London. 4 **** Licence no. 19/02744/AWCD Show less Night & daycare dedicated to dachshunds. Fully licensed, fully insured, canine first aid trained and DBS checked, Kathryn and Paul Jones offer daycare and home boarding with resident sausage dogs, Frankie and Benji. Because the maximum number of guest dogs we look after at any one time is four (typically two), Dachshunds Daycare is very much a 'premium' service. Your dog will have our full attention, be given lots of love and a jam-packed entertainment schedule. We take pride in offering a true… Show more Night & daycare dedicated to dachshunds. Fully licensed, fully insured, canine first aid trained and DBS checked, Kathryn and Paul Jones offer daycare and home boarding with resident sausage dogs, Frankie and Benji. Because the maximum number of guest dogs we look after at any one time is four (typically two), Dachshunds Daycare is very much a 'premium' service. Your dog will have our full attention, be given lots of love and a jam-packed entertainment schedule. We take pride in offering a true 'home from home', where your pet is genuinely treated as one of our family. Pick-ups available for long stays within 2-hour radius of Kettering, includes London. 4 **** Licence no. 19/02744/AWCD Show less



Birmingham City University

• United Kingdom
• Higher Education
• 700 & Above Employee

• Director of Group Marketing and Communications

  • Apr 2008 - Jun 2014

  Appointed as Director of Group Marketing and Communications at BCU in 2008, one of my first tasks was to develop a focused, credible brand identity following the institution’s name change and targeted marketing to reverse a declining trend in student recruitment. Simultaneously, I developed the rationale and proposals to restructure and reinvigorate the Department, merging marketing teams from a separate business within the University's portfolio, which ultimately created a highly respected… Show more Appointed as Director of Group Marketing and Communications at BCU in 2008, one of my first tasks was to develop a focused, credible brand identity following the institution’s name change and targeted marketing to reverse a declining trend in student recruitment. Simultaneously, I developed the rationale and proposals to restructure and reinvigorate the Department, merging marketing teams from a separate business within the University's portfolio, which ultimately created a highly respected, award-winning team, culminating in the achievement of the Gold Investors in People standard in February 2014. The University achieved the highest rise in UCAS applications in 2009, up 38% compared to a national average of 8%, winning the first 2009 THE Leadership and Management Award (THELMA) for Outstanding Recruitment Campaign. BCU's popularity continued to grow and, in 2012, despite higher fees, was one of only two Million+ institutions to see a rise in UCAS accepted applicants of 2%. In 2013, it enjoyed the UK's ninth largest increase by volume of student numbers. Overall, student targets have been exceeded, while applications have tripled. One of my final projects at the University before establishing The Honest Marketer, instigated by my concern about over-dependency on Clearing, was to lead a collaborative review of the University’s undergraduate applicant engagement strategy with a view to increasing early conversion and acceptance. The University implemented a number of key recommendations around its offer strategy and centralised the management of improved Applicant Visit Days, complementing a comprehensive and integrated CRM communications plan I had already developed. By June 2014, the University had witnessed a further 12% rise in applications, over 67% more unconditional and 6% more conditional acceptances. Though small, postgraduate numbers had also grown and despite 3% less applications for 2014, by June the 802 accepts represented a 14% increase. Show less Appointed as Director of Group Marketing and Communications at BCU in 2008, one of my first tasks was to develop a focused, credible brand identity following the institution’s name change and targeted marketing to reverse a declining trend in student recruitment. Simultaneously, I developed the rationale and proposals to restructure and reinvigorate the Department, merging marketing teams from a separate business within the University's portfolio, which ultimately created a highly respected… Show more Appointed as Director of Group Marketing and Communications at BCU in 2008, one of my first tasks was to develop a focused, credible brand identity following the institution’s name change and targeted marketing to reverse a declining trend in student recruitment. Simultaneously, I developed the rationale and proposals to restructure and reinvigorate the Department, merging marketing teams from a separate business within the University's portfolio, which ultimately created a highly respected, award-winning team, culminating in the achievement of the Gold Investors in People standard in February 2014. The University achieved the highest rise in UCAS applications in 2009, up 38% compared to a national average of 8%, winning the first 2009 THE Leadership and Management Award (THELMA) for Outstanding Recruitment Campaign. BCU's popularity continued to grow and, in 2012, despite higher fees, was one of only two Million+ institutions to see a rise in UCAS accepted applicants of 2%. In 2013, it enjoyed the UK's ninth largest increase by volume of student numbers. Overall, student targets have been exceeded, while applications have tripled. One of my final projects at the University before establishing The Honest Marketer, instigated by my concern about over-dependency on Clearing, was to lead a collaborative review of the University’s undergraduate applicant engagement strategy with a view to increasing early conversion and acceptance. The University implemented a number of key recommendations around its offer strategy and centralised the management of improved Applicant Visit Days, complementing a comprehensive and integrated CRM communications plan I had already developed. By June 2014, the University had witnessed a further 12% rise in applications, over 67% more unconditional and 6% more conditional acceptances. Though small, postgraduate numbers had also grown and despite 3% less applications for 2014, by June the 802 accepts represented a 14% increase. Show less



University of Northampton

• United Kingdom
• Higher Education
• 700 & Above Employee

• Director of Corporate Communications and Development

  • Aug 2004 - Apr 2008

  The opportunity to lead University College Northampton’s rebrand prior to university status in 2005 attracted me to the position of Director of Corporate Communications and Development. Organising major perceptions research with key stakeholders, as well as internal and external branding focus groups, informed the University’s market proposition and over-arching brand identity of ‘Inspiring change, transforming lives’, still being used a decade later. The ‘Year of University’ celebrations to… Show more The opportunity to lead University College Northampton’s rebrand prior to university status in 2005 attracted me to the position of Director of Corporate Communications and Development. Organising major perceptions research with key stakeholders, as well as internal and external branding focus groups, informed the University’s market proposition and over-arching brand identity of ‘Inspiring change, transforming lives’, still being used a decade later. The ‘Year of University’ celebrations to launch the new brand included internal presentations to all staff, an official public launch and a series of hospitality events for external guests, all of which received significant praise. To improve student recruitment, I developed an extensive literature, advertising, PR and CRM strategy, professionalising prospective student and applicant engagement and overhauling the content, logistics and marketing of Open Days and Clearing. Enquiry levels rose from around 16,000 in 2003 to 22,000, while UCAS applications almost doubled and student numbers grew 11% from 10,445 to 11,585. Brought in as trouble-shooter, I undertook a marketing audit, restructured the Department and developed a marketing strategy focused on recruitment, retention and customer service. Broadening the remit of alumni relations to include development in 2007, I launched a five-year fundraising strategy, implementing regular fundraising communications, a professional programme of events and internal fundraising systems. I supervised the launch of a new Scholarships initiative, which resulted in 29 scholarship funds of £1K-20K, four of which were endowments from donations of between £50-100K. Before the establishment of the Development Office, there were 20 registered donors, which had grown to 599 within three years. The Department won a Gold Heist award for its Student Recruitment Campaign in 2008 and was a finalist for Heist's Marketing Department of the Year accolade two years running in 2004 and 2005. Show less The opportunity to lead University College Northampton’s rebrand prior to university status in 2005 attracted me to the position of Director of Corporate Communications and Development. Organising major perceptions research with key stakeholders, as well as internal and external branding focus groups, informed the University’s market proposition and over-arching brand identity of ‘Inspiring change, transforming lives’, still being used a decade later. The ‘Year of University’ celebrations to… Show more The opportunity to lead University College Northampton’s rebrand prior to university status in 2005 attracted me to the position of Director of Corporate Communications and Development. Organising major perceptions research with key stakeholders, as well as internal and external branding focus groups, informed the University’s market proposition and over-arching brand identity of ‘Inspiring change, transforming lives’, still being used a decade later. The ‘Year of University’ celebrations to launch the new brand included internal presentations to all staff, an official public launch and a series of hospitality events for external guests, all of which received significant praise. To improve student recruitment, I developed an extensive literature, advertising, PR and CRM strategy, professionalising prospective student and applicant engagement and overhauling the content, logistics and marketing of Open Days and Clearing. Enquiry levels rose from around 16,000 in 2003 to 22,000, while UCAS applications almost doubled and student numbers grew 11% from 10,445 to 11,585. Brought in as trouble-shooter, I undertook a marketing audit, restructured the Department and developed a marketing strategy focused on recruitment, retention and customer service. Broadening the remit of alumni relations to include development in 2007, I launched a five-year fundraising strategy, implementing regular fundraising communications, a professional programme of events and internal fundraising systems. I supervised the launch of a new Scholarships initiative, which resulted in 29 scholarship funds of £1K-20K, four of which were endowments from donations of between £50-100K. Before the establishment of the Development Office, there were 20 registered donors, which had grown to 599 within three years. The Department won a Gold Heist award for its Student Recruitment Campaign in 2008 and was a finalist for Heist's Marketing Department of the Year accolade two years running in 2004 and 2005. Show less



Wolverhampon University

• United Kingdom
• Law Practice

• Head of External Communications

  • Oct 1998 - Feb 2004

  During my time as Head of External Communications for the University of Wolverhampton, I instigated an expanded programme of market research, developing a clear, corporate identity for Wolverhampton under the strap line ‘The real choice'. I introduced the University's first centrally-coordinated corporate marketing communications strategy, which helped double prospective student enquiries and led to a 20% growth in student numbers after six years of decline by the time I left. As part… Show more During my time as Head of External Communications for the University of Wolverhampton, I instigated an expanded programme of market research, developing a clear, corporate identity for Wolverhampton under the strap line ‘The real choice'. I introduced the University's first centrally-coordinated corporate marketing communications strategy, which helped double prospective student enquiries and led to a 20% growth in student numbers after six years of decline by the time I left. As part of a profile raising strategy, I introduced, wrote and edited the University’s first corporate glossy magazine, AHEAD, with subsequent readership surveys proving its contribution to making a positive impression on readers’ perceptions of the University. Able to quickly spot opportunities to stand out in a crowded marketplace, innovative award-winning communications included a US-style international ‘View book’, which won a national Communicators in Business Excellence Award, and 'Future Club', the country’s first university loyalty scheme. Inspired by the emerging retail schemes in the 90s, this membership club for prospective students proved to be the most successful awareness and conversion tool, winning a Gold Heist Award in 2000. Capitalising on the lack of information at that time from UCAS, I also developed a range of helpful guides targeted at prospective students, parents, schools and colleges. Now commonplace in the Higher Education sector, guides covering topics such as Clearing, Money Matters, the UCAS Tariff and UCAS Extra initiative were unheard of at the time and widely copied by competitors. In 1999, supported by Vice-Chancellor Professor John Brooks, I was a highly commended finalist in the CIPR's national Young Communicator of the Year Awards. I became the CIM (Norwest) Student of the Year 2000/01 and received the Worshipful Company of Marketors’ Award 2000 after achieving the highest overall result for CIM’s Intensive postgraduate Diploma in Marketing 2000/01. Show less During my time as Head of External Communications for the University of Wolverhampton, I instigated an expanded programme of market research, developing a clear, corporate identity for Wolverhampton under the strap line ‘The real choice'. I introduced the University's first centrally-coordinated corporate marketing communications strategy, which helped double prospective student enquiries and led to a 20% growth in student numbers after six years of decline by the time I left. As part… Show more During my time as Head of External Communications for the University of Wolverhampton, I instigated an expanded programme of market research, developing a clear, corporate identity for Wolverhampton under the strap line ‘The real choice'. I introduced the University's first centrally-coordinated corporate marketing communications strategy, which helped double prospective student enquiries and led to a 20% growth in student numbers after six years of decline by the time I left. As part of a profile raising strategy, I introduced, wrote and edited the University’s first corporate glossy magazine, AHEAD, with subsequent readership surveys proving its contribution to making a positive impression on readers’ perceptions of the University. Able to quickly spot opportunities to stand out in a crowded marketplace, innovative award-winning communications included a US-style international ‘View book’, which won a national Communicators in Business Excellence Award, and 'Future Club', the country’s first university loyalty scheme. Inspired by the emerging retail schemes in the 90s, this membership club for prospective students proved to be the most successful awareness and conversion tool, winning a Gold Heist Award in 2000. Capitalising on the lack of information at that time from UCAS, I also developed a range of helpful guides targeted at prospective students, parents, schools and colleges. Now commonplace in the Higher Education sector, guides covering topics such as Clearing, Money Matters, the UCAS Tariff and UCAS Extra initiative were unheard of at the time and widely copied by competitors. In 1999, supported by Vice-Chancellor Professor John Brooks, I was a highly commended finalist in the CIPR's national Young Communicator of the Year Awards. I became the CIM (Norwest) Student of the Year 2000/01 and received the Worshipful Company of Marketors’ Award 2000 after achieving the highest overall result for CIM’s Intensive postgraduate Diploma in Marketing 2000/01. Show less



Staffordshire Police

• United Kingdom
• Law Enforcement
• 700 & Above Employee

• Media and Marketing Manager

  • Sep 1997 - Oct 1998

  Taking overall responsibility for the Force’s public relations and profile-raising strategies, within two months I had successfully presented a business case to double the strength of the unit. This resolved staffing issues of some 10 years’ standing by restructuring and re-evaluating staff roles and led to the appointment of professionally trained Public Relations Officers and a Marketing Officer to develop more effective and targeted approaches for road safety, recruitment, Crimestoppers… Show more Taking overall responsibility for the Force’s public relations and profile-raising strategies, within two months I had successfully presented a business case to double the strength of the unit. This resolved staffing issues of some 10 years’ standing by restructuring and re-evaluating staff roles and led to the appointment of professionally trained Public Relations Officers and a Marketing Officer to develop more effective and targeted approaches for road safety, recruitment, Crimestoppers, Neighbourhood Watch and crime prevention initiatives. Hands-on work included 24-hour call-out; writing press releases, comments and features; media liaison, including acting as spokeswoman; and organising media training across the Force’s 10 Divisions. While working as Media and Marketing Manager, I led the public engagement strategy in relation to the environmental protests about the M6 Toll Motorway. A highly emotive subject, the protestors at the time – including the notorious Swampy – had gained sympathy and public support, so reputation management and media relations were critical. I developed a communications campaign focused on messaging around the safety aspects and the dangers of such protests, including the risks to protestors and emergency services posed by underground barricades. I was responsible for developing the PR strategy adopted by all three forces affected (Staffordshire, West Midlands and West Mercia). This culminated in an unprecedented collaborative press conference – ‘Putting lives at risk – the price of peaceful protest’ – in partnership with the Staffordshire Fire and Ambulance Services, praised by the Home Office and COI. A further media strategy I devised for the G8 Summit’s Retreat Visit to Staffordshire led to my being awarded a Divisional Commanders’ Commendation. Show less Taking overall responsibility for the Force’s public relations and profile-raising strategies, within two months I had successfully presented a business case to double the strength of the unit. This resolved staffing issues of some 10 years’ standing by restructuring and re-evaluating staff roles and led to the appointment of professionally trained Public Relations Officers and a Marketing Officer to develop more effective and targeted approaches for road safety, recruitment, Crimestoppers… Show more Taking overall responsibility for the Force’s public relations and profile-raising strategies, within two months I had successfully presented a business case to double the strength of the unit. This resolved staffing issues of some 10 years’ standing by restructuring and re-evaluating staff roles and led to the appointment of professionally trained Public Relations Officers and a Marketing Officer to develop more effective and targeted approaches for road safety, recruitment, Crimestoppers, Neighbourhood Watch and crime prevention initiatives. Hands-on work included 24-hour call-out; writing press releases, comments and features; media liaison, including acting as spokeswoman; and organising media training across the Force’s 10 Divisions. While working as Media and Marketing Manager, I led the public engagement strategy in relation to the environmental protests about the M6 Toll Motorway. A highly emotive subject, the protestors at the time – including the notorious Swampy – had gained sympathy and public support, so reputation management and media relations were critical. I developed a communications campaign focused on messaging around the safety aspects and the dangers of such protests, including the risks to protestors and emergency services posed by underground barricades. I was responsible for developing the PR strategy adopted by all three forces affected (Staffordshire, West Midlands and West Mercia). This culminated in an unprecedented collaborative press conference – ‘Putting lives at risk – the price of peaceful protest’ – in partnership with the Staffordshire Fire and Ambulance Services, praised by the Home Office and COI. A further media strategy I devised for the G8 Summit’s Retreat Visit to Staffordshire led to my being awarded a Divisional Commanders’ Commendation. Show less



Southern Derbyshire Chamber TEC

• Press and PR Executive

  • Sep 1996 - Sep 1997

  In addition to expected media activity, such as identifying newsworthy stories and writing press releases, handling media enquiries and conducting interviews (media coverage tripled after my appointment), I undertook the development and management of the Press and PR function's budgets. I re-launched the Chamber magazine and internal staff newsletter within three months of appointment, bringing design in-house to generate annual savings. My work editing the Business Matters magazine led to me… Show more In addition to expected media activity, such as identifying newsworthy stories and writing press releases, handling media enquiries and conducting interviews (media coverage tripled after my appointment), I undertook the development and management of the Press and PR function's budgets. I re-launched the Chamber magazine and internal staff newsletter within three months of appointment, bringing design in-house to generate annual savings. My work editing the Business Matters magazine led to me being short-listed as a finalist for Corporate Editor of the Year in the 1997 Corporate Publishing Awards and my design skills were used on a wide range of publications. While working at the Chamber, I developed a range of 'toolkits' to support staff, such as a guide to conducting media interviews and helped develop the Chamber’s first crisis management strategy, which included organising crisis simulations to give staff practical experience. Show less In addition to expected media activity, such as identifying newsworthy stories and writing press releases, handling media enquiries and conducting interviews (media coverage tripled after my appointment), I undertook the development and management of the Press and PR function's budgets. I re-launched the Chamber magazine and internal staff newsletter within three months of appointment, bringing design in-house to generate annual savings. My work editing the Business Matters magazine led to me… Show more In addition to expected media activity, such as identifying newsworthy stories and writing press releases, handling media enquiries and conducting interviews (media coverage tripled after my appointment), I undertook the development and management of the Press and PR function's budgets. I re-launched the Chamber magazine and internal staff newsletter within three months of appointment, bringing design in-house to generate annual savings. My work editing the Business Matters magazine led to me being short-listed as a finalist for Corporate Editor of the Year in the 1997 Corporate Publishing Awards and my design skills were used on a wide range of publications. While working at the Chamber, I developed a range of 'toolkits' to support staff, such as a guide to conducting media interviews and helped develop the Chamber’s first crisis management strategy, which included organising crisis simulations to give staff practical experience. Show less



University of Nottingham

• United Kingdom
• Research Services
• 700 & Above Employee

• Assistant Media Relations Officer/Media Relations Officer (maternity cover)

  • Mar 1995 - Sep 1996

  Initially appointed as an Assistant Media Relations Officer, I took over responsibility for media relations one month after appointment as part of maternity cover – identifying news stories, writing press releases, setting up photo calls and media interviews under the supervision of the Head of the Public Affairs Department. Within the first three weeks, I had mastered desktop publishing using QuarkXPress so that I was able to take on the writing and editing of the University’s fortnightly… Show more Initially appointed as an Assistant Media Relations Officer, I took over responsibility for media relations one month after appointment as part of maternity cover – identifying news stories, writing press releases, setting up photo calls and media interviews under the supervision of the Head of the Public Affairs Department. Within the first three weeks, I had mastered desktop publishing using QuarkXPress so that I was able to take on the writing and editing of the University’s fortnightly staff magazine, which went on to win a Heist Gold Award for Best Internal Newsletter in1996. I wrote and helped produce a number of other University publications, including the annual Research Review and Community Newsletter, during a period which saw the amount of press releases, press coverage and media enquiries increase substantially. Show less Initially appointed as an Assistant Media Relations Officer, I took over responsibility for media relations one month after appointment as part of maternity cover – identifying news stories, writing press releases, setting up photo calls and media interviews under the supervision of the Head of the Public Affairs Department. Within the first three weeks, I had mastered desktop publishing using QuarkXPress so that I was able to take on the writing and editing of the University’s fortnightly… Show more Initially appointed as an Assistant Media Relations Officer, I took over responsibility for media relations one month after appointment as part of maternity cover – identifying news stories, writing press releases, setting up photo calls and media interviews under the supervision of the Head of the Public Affairs Department. Within the first three weeks, I had mastered desktop publishing using QuarkXPress so that I was able to take on the writing and editing of the University’s fortnightly staff magazine, which went on to win a Heist Gold Award for Best Internal Newsletter in1996. I wrote and helped produce a number of other University publications, including the annual Research Review and Community Newsletter, during a period which saw the amount of press releases, press coverage and media enquiries increase substantially. Show less



The Gloucestershire Echo

• Reporter/Chief Reporter

  • Apr 1992 - Mar 1995

  Following successful completion of the National Council for the Training of Journalists (NCTJ) postgraduate Pre-entry Journalism Certificate, I took up journalism as one of a two reporter team on a free weekly newspaper (The Stafford Post) covering general news, local politics, court reporting, crime, human interest stories and features, which ranged from sensitive and controversial issues to interviews with celebrities. After two years further training, leading to the achievement of the NCTJ… Show more Following successful completion of the National Council for the Training of Journalists (NCTJ) postgraduate Pre-entry Journalism Certificate, I took up journalism as one of a two reporter team on a free weekly newspaper (The Stafford Post) covering general news, local politics, court reporting, crime, human interest stories and features, which ranged from sensitive and controversial issues to interviews with celebrities. After two years further training, leading to the achievement of the NCTJ National Certificate Examination, I was promoted to the company’s head office as Chief Reporter for two papers (Wolverhampton AdNews; and the Wednesbury, Willenhall and Darlaston AdNews) with one assistant. Extra responsibilities included cover for the group’s sister papers and some sub-editing work. In April 1992, I relocated to Cheltenham to take up a role as a senior Chief Reporter on a regional daily newspaper (The Gloucestershire Echo). Contributing to the production of seven daily editions, my work revolved around tight deadlines, finding hard news stories, researching background information, feature writing, telephone and face-to-face interviews, regular court, council and police reporting. This included coverage of the notorious Cromwell Street crimes by Fred and Rosemary West, as well as the press conference on New Year's Day in 1995 at which Fred's suicide at Winson Green Prison, Birmingham, was announced. I would work a range of early, day, late and weekend shifts, which included taking turns to act as the sole reporter on Sundays. Commitment and diligence led to me being handpicked to cover district offices across the county single-handedly in the event of illness. Working with the Sub Editors on the News Desk, I was also being given experience and training in editing other reporters’ copy prior to my move into PR. Show less Following successful completion of the National Council for the Training of Journalists (NCTJ) postgraduate Pre-entry Journalism Certificate, I took up journalism as one of a two reporter team on a free weekly newspaper (The Stafford Post) covering general news, local politics, court reporting, crime, human interest stories and features, which ranged from sensitive and controversial issues to interviews with celebrities. After two years further training, leading to the achievement of the NCTJ… Show more Following successful completion of the National Council for the Training of Journalists (NCTJ) postgraduate Pre-entry Journalism Certificate, I took up journalism as one of a two reporter team on a free weekly newspaper (The Stafford Post) covering general news, local politics, court reporting, crime, human interest stories and features, which ranged from sensitive and controversial issues to interviews with celebrities. After two years further training, leading to the achievement of the NCTJ National Certificate Examination, I was promoted to the company’s head office as Chief Reporter for two papers (Wolverhampton AdNews; and the Wednesbury, Willenhall and Darlaston AdNews) with one assistant. Extra responsibilities included cover for the group’s sister papers and some sub-editing work. In April 1992, I relocated to Cheltenham to take up a role as a senior Chief Reporter on a regional daily newspaper (The Gloucestershire Echo). Contributing to the production of seven daily editions, my work revolved around tight deadlines, finding hard news stories, researching background information, feature writing, telephone and face-to-face interviews, regular court, council and police reporting. This included coverage of the notorious Cromwell Street crimes by Fred and Rosemary West, as well as the press conference on New Year's Day in 1995 at which Fred's suicide at Winson Green Prison, Birmingham, was announced. I would work a range of early, day, late and weekend shifts, which included taking turns to act as the sole reporter on Sundays. Commitment and diligence led to me being handpicked to cover district offices across the county single-handedly in the event of illness. Working with the Sub Editors on the News Desk, I was also being given experience and training in editing other reporters’ copy prior to my move into PR. Show less