I am described as gentle natured, with a steely reserve. I enjoy supporting the development of people I work with, building trust and leading highly effective teams. I readily take on complex challenges and enjoy nurturing healthy organisational dynamics. As a leader and trusted advisor to the business, I am intuitive, innovative, engaging, resilient and transformational, and naturally lean towards collaboration.

My approach is underpinned by my core values of integrity, harmony, pioneering and learning. I am consultative, creative and open with strong communication skills. I value diversity and actively seek out different approaches, yet am comfortable holding people to account, whilst being held to account myself by my Board. I have a passion for people, which means I care about their experience of the business; whether they work within the company or are receiving its services, I want them to feel valued. Above all else, it is important for me to know I’m doing the right thing, making the right decisions for the right reasons.


Key Competencies

  • Communicating and delivering a vision and clear strategic agenda across staff, partners and stakeholders.
  • Strategic planning and environmental scanning, identifying market trends and mitigating potential risks.
  • Leading and developing corporate strategy in HR, Organisational Development, Health Safety & Wellbeing, Marketing & Communication, IT & Digitalisation, Fleet Management & Logistics, Asset Management & Estates.
  • Translating strategic objectives into practical plans, delivering sustainable organisational growth and resilience.
  • Developing, implementing and maintaining governance, aligning policy, procedure, process and codes of practice.
  • Identifying cultural misalignment, developing change strategies to ensure vision, embedded values and objectives deliver desired outcomes.
  • Leading high-level transformational change through disciplined programme management, underpinned by participation and inclusion of the workforce, customers, supply partners and stakeholders.
  • Identifying talent and enabling succession planning by nurturing and developing people for their own and the organisations benefit.
  • Developing innovative business and operational models, underpinned by collaborative agreements, compliance with procurement, employment legislation and ensuring appropriate transfer of risk and benefits.
  • Using brand management to engage employees and partners via a range of tools, including social media and mobile technology.
  • Developing meaningful relationships through collaboration and negotiation to bring about trust, positive change and mutual benefit.
  • Developing business cases and implementation plans for new delivery models, including strategic remit, risks and assumptions, financial planning, and cultural change programmes.


  • Advertising, Marketing & PR
  • Charity/Not for Profit
  • Recruitment
  • Transport, Automotive & Aviation
  • Sport, Leisure & Travel
  • Government - Central and Local
  • NHS & Healthcare
  • Corporate Responsibility
  • Business Transformation
  • Professional Business Services



  • Start up
  • Early stage
  • Up to £5m t/o
  • £5m - £15m t/o
  • £15m - £50m t/o
  • £50m t/o +



Company Secretary inc. Resouces Portfolio CORSERV Group April 2012 - January 2017

CORSERV Ltd is the parent company for CORMAC Solutions Ltd (see below), Cornwall Housing Ltd, Cornwall Airport Ltd and Cornwall Development Company Ltd, plus Via East Midlands Ltd in Nottinghamshire. Collectively the Group has a turnover in excess of £200m and delivers services from the south west and as far afield as the midlands. As Company Secretary for this large complex group, I am responsible for the development and management of the Companies governance on behalf of the Shareholder and the Board. This includes fulfilling statutory and audit requirements, internal control and legal compliance across the companies and ensuring due diligence is exercised appropriately. I act as the company’s conscience in ethical and social matters and provide challenge to the Board and other senior leaders in our decision-making. I am also the lead for developing and delivering a range of back office support services for our subsidiaries, based on the demonstrable success of the resources portfolio I lead in CORMAC Solutions Ltd.

In parallel, I continue my role as part of the leadership team of CORMAC Solutions Ltd and CORMAC Contracting Ltd. We deliver diverse services including community care, facilities management and civil engineering for both the public and private sector. I lead long-term strategy development and am specifically responsible for a portfolio of operations, including Organisational Development, Marketing, Communications and PR, Health, Safety, and Wellbeing, Fleet and Logistics, Capital Expenditure and Business Technology, and Corporate Social Responsibility. I have developed a strong corporate resource, which provides flexible and cost effective services to our 2600 strong workforce, partners, the supply chain and our shareholder.

Head of Business Planning and Transformation Cornwall Council March 2009 - April 2012

As a member of the Council’s Corporate Team, my responsibilities included identifying core business/skills and reviewing potential business opportunities that were suitable for restructuring into new business ventures with the formation of new companies. This included compilation of rigorous business cases and adhering to a strict programme management environment, leading on work streams and holding people to account. The work was complex and delicate in nature as much of the strategic mandate focussed on the cost savings.

I led the development of support services and created an operating model which was designed to be compliant, yet fast-moving and dynamic; this prepared us for open market conditions which were highly regulated and extremely competitive. The programme suited my breath of knowledge and included governance arrangements, policy development and Board assimilation, plus market analysis, service design, and performance management. This was new and unchartered territory for me and indeed the Council, the learning was rich and I developed key skills in leadership, collaboration and negotiation. The operating model has proven to be sustainable and is still being used as part of the Group’s growth strategy to expand into new sectors and generate further income.

Corporate Performance Manager Cornwall County Council August 2004 - February 2009

As Corporate Performance Manager I was responsible for developing and implementing an organisational management system which would fulfil the requirements of the new Comprehensive Performance Assessment (CPA) introduced by the Government. I led on policy development, an integrated performance management framework and programmes to improve quality across all statutory duties and functions within the Council (reaching over 15,000 employees). I also led on the Local Public Service Agreement (LPSA) for the county, which involved negotiating joint projects, plans and targets with our partners. Due to the success of the performance management framework, I was instrumental in achieving an ‘excellent’ rating for the Authority and the success of the LPSA led to over half of projects becoming forerunners in the bid for the unitary status, achieved by Cornwall in 2009.

Transport and Logistics Manager Cornwall County Council August 1998 - August 2004

I oversaw the development of multi modal transport policy and the delivery of multi million pound projects for road, rail, sea/estuary and air transport infrastructure. during this period I was instrumental in the Local Authority achieving an excellent rating for its Local Transport Plan. 

Customer and Service Delivery Private Sector - various August 1984 - September 1995

I undertook a range of roles including Transport Management, LGV and PSV driver, farm and factory worker, and hairstylist. All of these roles required different practical skill sets and a strong customer focus. These have set me in good stead during my elevated career, where being in touch and engaged with the front line is an essential imperative.


BSc Transport (Hons)University of PlymouthAugust 1998Transport and logistics including road, rail, sea and air on a global platform, both business and technical aspects.
Enterprising MBAUniversity of PlymouthOngoing Masters of Business Administration focusing on strategy, transformation and enterprise.
Organisational DirectionUniversity of ExeterJune 2011Institute of Directors course including Directors legal responsibility, board governance, business strategy, financial planning and investment.
Strategic LeadershipInstitute of Leadership and ManagementNovember 2013Level 7 certificate in adapting leadership styles and achieving positive impact.


Chartered Institute of Logistics and Transport January 2000

Institute of Directors May 2012

Windsor Leadership Trust Alumni May 2013The Trust was established by HRH Prince Phillip to support senior leaders in developing competencies for the future.

Chartered Institue of People DevelopmentLondonApril 2016


National Prize for Transport StudiesSeptember 1998Highest achieving student in year


Masters of Business Administration
Chartered Fellow of Institute of People Development
Strategic Leadership (ILM)
Chartered Member of Institute of Logistics and Transport