At Rolls-Royce Defence, I lead delivery and transformation across a complex, safety-critical engineering programme within a £3m annual portfolio. I brought engineering and manufacturing milestones, capacity and dependencies into a shared delivery view, improving executive visibility and evidence for prioritisation.
I applied Lean, Theory of Constraints and process simulation to redesign delivery flow, replacing traditional lot processing with controlled batch flow that modelled recovery of ~12 weeks. I also secured approval for risk-release governance that allows work to progress with clear controls and decision gates.
At the Civil Aviation Authority, I owned Agile delivery and continuous improvement for a nationally critical aviation service supporting 200,000+ registered operators. I coordinated teams delivering the SORA programme and redesigned release governance with a risk-based change framework that embedded security assessment into backlog refinement.
Before moving into programme delivery, I spent 20 years in education leadership. I led a 15-person faculty across 11 subjects, raising its grade 5–9 attainment rate from 50% to 90% through coaching, collaborative leadership, curriculum redesign and data-informed improvement.
