Experience

Metro Shipping Limited

• United Kingdom
• 1 - 100 Employee

• Training & Career Development Manager

  • Oct 2014 - Present



Coventry City Council

• United Kingdom
• Government Administration
• 700 & Above Employee

• Learning & Development Advisor

  • 2010 - Jul 2014

  The role evolved further the management development programmes were brought in-house and were accredited by ILM at levels 2, 3 & 5. Once the design work was done I co-delivered the Level 3 programme and took the lead on the Level 2 programme because I had the skills to work with inexperienced managers. At the first external assessment, the Level 2 programme was awarded direct claims status which enabled me to claim the qualifications without seeking external approval. I took the lead for the Level 3 programme and achieved the same status at the next external assessment. These programmes are delivered to staff from authorities in the region. This training has enabled managers to perform more effectively and lead their teams successfully through major reorganisations.Provided consultancy, facilitation and L&D support to many of the major transformational change projects such as Looked After Children, Money Matters and Business Services. These were radical new ways of working and taking people through the change required lots of supportive interventions. Also provided consultancy support to other councils in terms of project management and leadership & management.Brought in other methodologies such as ITIL for all the ICT staff and got the whole service accredited to foundation level.ELearning has grown so had to design solutions to provide alternative opportunities through small focussed eLearning sessions and an Intranet based Manager's Toolkit.

• Training & Development Advisor

  • 2002 - 2010

  The training role increased and I began to design & deliver of in-house courses for project management and leadership & management and many other courses. This developed into creating Management Development Programmes with Coventry University and CMI. One of the tougher challenges was to apply the learning and get the return on investment and improvement in operational management across the organisation. Many of the managers needed ongoing support to bring about local change. All with a background of funding cuts and tighter financial constraints to service delivery.Introduced other methodologies such as PRINCE2 and MSP which was shaped into an in-house Programme & Project Management Toolkit.Became a certified Crucial Conversations trainer for Vital Smarts and also Belbin's Team Roles.

• Business & Training Consultant

  • 1997 - 2002

  The previous role evolved and the aspect of learning was added. Supported corporate and service programmes to implement IiP, ISO 9000 quality standards, and government legislative requirements through Best Value. Led the introduction of the EFQM Excellence Model into the organisational planning processes. Design & Delivery of in-house courses and bespoke team and service events.Managed the partnerships to provide ICT Training to staff.Conducted reviews of the operation of the bibliographical services team and the library support team in the Library service and the provision of HR administration services to schools.

• Business Consultant

  • 1995 - 1997

  Still involved in change and continuous improvement. But moved from the implementation end to the assess and design stage. Supported managers at different levels in different services. Designed & delivered bespoke team and service events. Worked with the Library service to look at their staffing levels across 13 sites. Reviewed the workload of Primary School Head Teachers. Worked with service heads to create business plans. Also worked in the corporate setting for wider cross functional projects and supported organisational conferences.Had to develop a commercial aspect as this was in the days of quasi trading where we were competing with outside companies for internal work so had to produce proposals and bids to do work for people in the next office.

• Planning & Assurance Analyst

  • 1987 - 1995

  Moved from operational delivery into change. A period of major system upgrades and developments. It was my job to make sure that the it worked before going live. These were the days of the change from Rates to Poll Tax and Council Tax. Major government legislation, short timescales, lots of pressure.



Istel

• Spain
• Telecommunications
• 1 - 100 Employee

• Principal Operations Analyst

  • 1986 - 1987

  Moved out of the do-it-all style of CCC and Renault to a bigger operation and focussed more on problem solving of ICT operational systems which needed me to apply all my experience. Moved out of the do-it-all style of CCC and Renault to a bigger operation and focussed more on problem solving of ICT operational systems which needed me to apply all my experience.



Renault Trucks

• Motor Vehicle Manufacturing
• 700 & Above Employee

• Shift Leader

  • 1984 - 1986

  Delivery of ICT Operational Systems, this time in a commercial manufacturing organisation ensuring links with the parent company in France were maintained. Delivery of ICT Operational Systems, this time in a commercial manufacturing organisation ensuring links with the parent company in France were maintained.

• Shift Leader

  • 1982 - 1984

  First management role in the delivery of ICT Operational Systems.

• Senior Operator-Operator-Junior Operator-Trainee Operator

  • 1976 - 1982

  Learned the role and progressed to a senior position in the delivery of ICT operational systems.



Midlands Housing Consortium

• United Kingdom
• Business Consulting and Services

• Junior Clerk

  • 1975 - 1976

  • Administration support to Architects and Quantity Surveyors • Administration support to Architects and Quantity Surveyors