Experience

Solace

• United Kingdom
• Non-profit Organizations
• 1 - 100 Employee

• Interim Management Consultant

  • Mar 2017 - Present

  Undertaking a consultancy assignment to develop the interim management business for Solace in Business (SiB), partly to navigate the choppy waters of IR35 and to develop consultancy based assignments

• Interim Business Relationship Manager

  • Apr 2016 - Mar 2017

  An interim contract to work with selected local authorities across a range of services offered by Solace in recruitment (both interim and permanent) and Membership.



William Bradshaw Associates - currently available for short term assignments

• UK

• Managing Director

  • Apr 2011 - Present

  Providing a range of senior executive, poiltically sensitive services to local government and the wider public sector, including confidential advice, structure/staffing/service reviews, leadership recruitment, interim management, organisational design and development, leadership and motivational support, change and transformation mamnagement and general consultancy. Examples include: * providing highly confidential advice to a unitary authority on options for a top management re-structure * a major (year long) project working exclusively with a Met local authority senior leadership group, reporting to the Chief Executive, advising on senior level re-structures arising from a major cost savings exercise, and then leading the recruitment of permanent and interim staff at significantly reduced costs * variety of one-one career support, mentoring and coaching * consultancy support on regeneration projects. * Community engagement work with a local group to promote spatial planning in their area * NED work across the Arts sector, with a focus on commercial opportunities and cost management Show less



Solace

• United Kingdom
• Non-profit Organizations
• 1 - 100 Employee

• Acting Head of Interim Management and Operations

  • Sep 2014 - Nov 2015

  Undertook a 14 month contract, heading up the Interim Management and Operations service for SOLACE in Business (covering Jess Mullinger's post during her maternity leave). I led an expanding team of public sector recruitment specialists, providing interim and consultancy services at a senior level across the public sector, its partners and suppliers. Over the period of the assignment, in mostly a strong market, there was significant growth in all key areas, including profitability, active customers, number of assignments etc Show less



Commissioning4health

• Associate

  • Feb 2013 - Sep 2014



Reedmonte

• Kirklees

• Non Executive Director

  • 2010 - Jul 2014



Lawrence Batley Theatre (Kirklees Theatre Trust)

• Kirklees

• Non Executive Board Member

  • Nov 2009 - Jul 2014

  Board member of a Theatre Trust described by the Arts Council as Outstanding. The LBT is a unique theatre, more an arts 'hub' for Kirklees, blending an innovative programme across a diverse range of activities (especially strong in contemporary dance) with a dynamic, community outreach capacity, a partnership with local companies and communities, and a commercially astute approach. Also a Member of the Finance group that has helped steer the theatre through very difficult economic times,with a strong cash flow and stable financial position. Show less



LKS Business Excellence

• Sydney, Australia

• Programme Director

  • Mar 2014 - Apr 2014

  Undertaking work with the City of Willoughby, Sydney, working on the senior management leadership development programme. Undertaking work with the City of Willoughby, Sydney, working on the senior management leadership development programme.



Rockpools Asia Pacific

• Adelaide, Australia

• General Manager

  • Jul 2013 - Sep 2013

  Undertaking work with the City of Playford to re-engineer services and deliver cashable savings. Undertaking work with the City of Playford to re-engineer services and deliver cashable savings.



Kirklees Council

• United Kingdom
• Government Relations Services
• 700 & Above Employee

• Co-optee on the Overview and Scrutiny panel (Resources)

  • Jan 2013 - Jun 2013

  Initially, working with a panel of Councillors from all main political parties to review the decision-making and implementation processes for a transformation of services to children with a range of special educational needs (hearing, physical, visual and autism). This has proved to be a publicly controversial and high media profile topic, referred to the panel by the Kirklees Cabinet. Appointed in May 2013 to the main Panel providing an overview and scrutiny of the Council's use of Resources. Show less



RedQuadrant

• United Kingdom
• Business Consulting and Services
• 1 - 100 Employee

• Associate

  • Mar 2012 - Jun 2013



Local Authority

• Adviser to Senior Leadership team on structure review and recruitment

  • Mar 2011 - Feb 2012



Veredus

• United Kingdom
• Staffing and Recruiting
• 1 - 100 Employee

• Head of Local Government (North)

  • Feb 2006 - Aug 2010

  Led the development of positive, long term commercial relationships with local authority clients at Chief Executive level, and with other senior managers, and successfully delivered first time appointments, often involving elected members, across a wide range of service areas, including Chief Executive/ACE, Children's Services, Technical Services (Finance/Resources, Procurement, Highways, Planning, Environment, Sport, Recreation and Culture), Communities/Neighbourhoods and Adult Social Care. Developed an in depth understanding of how the private sector works in a public sector setting, including commercial awareness and profit maximisation, networking with key players from other parts of Capita seeking 'big ticket' contracts and acquired a detailed understanding of the longer term dynamic, and how profits can be extracted from public contracts. Show less



Doncaster MBC, Stockport MBC, Suffolk CC

• Senior Manager, Local Government

  • Nov 1985 - Nov 2006



Leadership Centre for Local Gvoernment

• North of England

• Regional Manager (North)

  • Sep 2004 - Nov 2005

  Setting up new Local Government agency to support Leadership development across political and managerial roles in local government Setting up new Local Government agency to support Leadership development across political and managerial roles in local government



Doncaster Council

• United Kingdom
• Government Administration
• 700 & Above Employee

• Assistant Chief Executive

  • Nov 2002 - Nov 2005

  led on the corporate performance improvement agenda, including CPA. Achieved a ‘fair' rating with a ‘good' score in 2003, and a ‘good' rating in December 2004, both with strongly improving 'directions of travel'. promoted continual improvement in customer focussed service delivery, aligning corporate plans with internal and external communications full member of the corporate Executive Board successfully created three Delivery Contracts - 3 year, outcome-focused service improvement programmes using PRINCE 2 methodology, negotiated between service managers, corporate officers and Cabinet members responsible for the internal management of the Doncaster LPSA responsible for corporate performance and innovation, communications, Member Support, (elected) Mayoral office and Emergency Planning functions departmental manager responsible for budget (£6M+) and staffing (80), promoting a positive, enabling culture that allowed staff to contribute to their full potential achieved IiP re-accreditation for the Chief Executive's Dept, emphasising training as a key commitment to staff and individual performance as central to good employee relations led a wide range of corporate, usually politically sensitive issues eg: equalities (achieving Level Two of the National Equalities Standard within a year) liaised closely with Director of Finance on budget strategy managed the relationship with District Audit/Audit Commission provided of corporate advice to Mayor, Cabinet and Executive Board Show less



Office of the Deputy Prime Minister

• Bahrain
• Government Administration
• 1 - 100 Employee

• Ministerial Advisor

  • Jan 2000 - Nov 2002

  provided overall co-ordination of Cabinet Office input into Spending Review (2002) created a network across all Cabinet Office groups to provide input into cross cutting reviews and other Government Departments draft Public Service Agreements closely liaised with key officials in each Cabinet Office work group (including the Regulatory Impact Unit, Performance and Innovation Unit, Social Exclusion Unit, Economic and Domestic Secretariat, Regional Co-ordination Unit) detailed analysis of other government Departments draft Public Service Agreements briefed for Cabinet Office Ministers, primarily the Deputy Prime Minister handled official correspondence liaised with HM Treasury and the No10 Policy Unit co-ordinated Cabinet Office input to the Public Services Productivity Panel, briefing Permanent Secretary as an Advisor to the Panel and ensuring relevant follow up work was carried out member of the PSA+ Steering Group brief spell in the Local Government Division working on the Capacity Building Fund worked in the Deputy Prime Minister's Private Office, providing policy support to the Principal Private Secretary Show less