United Kingdom
I am a senior governance, assurance and risk professional with more than twenty years’ experience across regulated housing, professional bodies, charities, licensed infrastructure, central government, disability rights, impact investment and public interest organisations. My value sits where formal governance needs to become practical control. I help organisations make better senior decisions by clarifying authority, evidence, assurance, risk, accountability, governance route and follow through. I work well where governance arrangements are fragmented, under pressure, hard for colleagues to use, or not yet giving Boards and Executives a clear line of sight from issue identification to accountable action. Recently, at PA Housing, I worked as Company Secretary/ Governance Manager and on a Chief Executive facing secondment covering strategic governance, performance, evidence, regulatory readiness and inspection preparation. That work connected Board and Committee governance, delegated authority, consumer standards evidence, data integrity, assurance route mapping, regulator question preparation and Executive / NED scrutiny. At the Landscape Institute, BACP, the Intensive Care Society and the NCPD, I rebuilt or strengthened governance frameworks, risk frameworks, committee structures, professional regulation routes, disciplinary and appeals handling, internal controls, assurance arrangements and Three Lines of Defence material. At Smart DCC, I developed a Programme Assurance Framework in a licensed national infrastructure environment and helped close more than 600 outstanding SECAS actions by clarifying ownership, dependencies, evidence and follow through. The pattern across my work is consistent: I diagnose what kind of institutional problem an organisation is really facing, then turn that diagnosis into usable mechanisms. These may be governance frameworks, assurance maps, Board papers, decision routes, risk registers, evidence systems, regulatory packs, policies, standards, reporting structures or analytical tools. I view governance as the system through which authority, evidence, accountability, risk and judgement are made usable and support effective decision making. I am now looking for senior governance, assurance, risk, company secretarial, regulatory readiness, Board advisory or corporate control roles in complex, regulated or scrutiny sensitive organisations where senior decision making depends on strong evidence, clear authority, reliable assurance and disciplined follow through.
Role held August 2023 to September 2024 and resumed August 2025 to March 2026, with an internal Chief Executive facing secondment from September 2024 to August 2025. Board facing governance and company secretarial role in a large charitable Community Benefit Society and registered provider. Focused on strengthening the practical governance control environment, including Board and Committee governance, governance records, approval routes, delegated authority, signing and sealing, paper quality, decision traceability, action tracking and follow through. Managed and supported the Board and Committee governance cycle, including agenda planning, paper flow, forward plans, minutes, action logs, work programmes, governance advice, records and post meeting follow up. Strengthened the practical control environment around governance records, statutory registers, key governance dates, signing and sealing, approval routes and related governance administration. Used the Corporate Governance Framework to help colleagues understand the relationship between Board, Committees, Executive, delegated authority, policy control, approval route and reporting route. Produced practical guidance and flowcharts to clarify governance route, approval path, escalation, authority holders, delegated authority and financial authority requirements. Improved Board and Committee paper quality so that the decision sought, options, assumptions, control implications, ownership and follow through were clearer. Maintained decision logs, action tracking, minutes and governance records needed to support decision traceability, follow through and defensibility. Returned after the main inspection period to core governance work, including lead governance support for the Investment Committee.
Chief Executive facing secondment focused on governance, performance, evidence, regulatory readiness and inspection preparation in a large charitable Community Benefit Society and registered provider. Worked at the join between Board and Committee governance, Executive decision support, delegated authority, approval routes, service change, performance analysis, regulatory readiness, evidence architecture, assurance route mapping and data integrity during a period of external scrutiny. Produced governance and performance analysis for Executive and Board discussion, linking governance route, management action, organisational pace, performance signals and decision consequence. Developed a System Attractors model to surface organisational pressure, drag, fragility and hidden operational debt not visible through ordinary KPI reporting. Built Consumer Standards evidence architecture by mapping standards to accountable owners, operating processes, controls, management information, oversight routes, source evidence and follow through. Translated likely and actual regulator questions into an internal readiness structure showing what would be evaluated, which evidence answered the question, who owned it, where it sat in governance, and what preparation or follow through was required. Supported end to end inspection readiness across workstreams, accountable owners, timelines, dependencies, evidence routes, governance material and Executive preparation. Structured Executive preparation for regulator facing meetings, focusing on likely lines of enquiry, evidence routes, assurance claims, governance oversight, challenge, escalation and follow through. Identified data integrity as a material inspection and cross cutting assurance issue, linking data quality to management information, governance reporting, assurance claims and regulatory defensibility.
Senior governance and regulation leadership role in a Royal Charter professional body and charity. Acted as Board Secretary and led the Governance and Regulation function across the Board, Council, Finance, Risk and Audit Committee, and standing committees. The role covered corporate risk reporting, professional standards, member conduct, disciplinary processes, firms’ regulation, appeals, quality assurance, governance advice, and regulatory oversight. Led governance review work across the Board, Council and committee structure, clarifying decision rights, reporting lines, escalation routes, committee terms and accountability boundaries. Managed the corporate risk register and advised Chairs, Council officeholders and senior staff on governance, compliance, risk and assurance matters. Reviewed and reworked the Institute’s professional regulation route, with particular focus on member conduct, disciplinary processes, appeals, quality assurance, firms’ regulation and governance oversight. Led work on global ethical standards, the Code of Conduct and related ethics policies, translating standards-level requirements into usable governance and regulatory material. Maintained governance and regulatory continuity during Chief Executive transition, sensitive conduct and whistleblowing-related issues, and a member requisition for an EGM. Managed the Governance and Regulation team while supporting volunteers involved in regulatory and assurance activity.
Regulated infrastructure role in a licensed national infrastructure environment, working across engagement, operational process, programme assurance, delivery dependencies, technical obligations, regulatory risk and external accountability. Focused on making a complex, multi-party delivery environment more legible and governable by clarifying assurance routes, control points, ownership, dependencies, regulator facing reporting and emerging operational risk. Developed and implemented a Programme Assurance Framework aligning operational processes with governance mechanisms, technical specifications and regulatory requirements. Reworked Prelock and Gate processes to clarify the control points through which matters passed for review, progression and assurance. Closed more than 600 outstanding SECAS actions by working through open items, dependencies, ownership, follow up and closure evidence, reducing unresolved interface risk and improving the control position between Smart DCC and SECAS. Clarified obligations, dependencies, delivery risks and accountability boundaries across Smart DCC, SECAS and Ofgem facing interfaces. Improved regulator facing reporting packs by translating operational dependencies into clearer narratives, action pathways, risks and consequences for senior and external facing audiences. Completed development of a predictive analytics engine for customer sentiment and emerging operational risk, connecting customer engagement signals to the wider assurance and performance picture.
Governance, risk, compliance, data protection and company secretarial role in a professional body and charity during a period of organisational strain and governance reset. Delivered Board and committee governance while rebuilding the governance and risk framework, strengthening internal control and assurance arrangements, and maintaining continuity of delivery through heavy workload and change. Project managed redevelopment and implementation of the Governance Framework in under five months, creating a more usable governance structure across the Board and delegated committees. Reworked the supporting governance policies and material needed to make the Governance Framework operable in practice. Built and deployed a Risk Management Framework within the organisation’s governance environment so that risk information could be considered, reported and overseen more systematically. Built internal controls, levels of assurance and Three Lines of Defence material alongside the Risk Management Framework, clarifying operational ownership, risk and control functions, and independent assurance. Improved committee terms, Board paper quality and decision documentation so that governance, control, decision and follow up were clearer. Maintained Board and committee governance delivery while the Governance Framework, risk arrangements and related governance processes were rebuilt, and led a Governance Team through heavy workload, change and continuity of delivery.
Senior stakeholder engagement, evidence and briefing role within the Disability Unit during rollout of the National Disability Strategy. Worked across ministerial, cross government, sector and international interfaces, turning dispersed stakeholder intelligence, policy issues and engagement activity into structured evidence, briefing material, governance systems and prioritisation advice. Orchestrated a cross government engagement review, examining how disability related engagement was operating across departments and issue areas. Brought issues connected to Access to Work, PIP and Local Elections into material for prioritisation, handling and ministerial advice. Prepared high level ministerial briefing material in a politically exposed environment where language, positioning, commitments and evidence required careful control. Supported sensitive judicial review related work, including briefing and handling material for senior government audiences. Developed a structured conversations programme across the four UK nations, supported by a perceptions survey and stakeholder mapping. Built stakeholder governance systems so that engagement activity could be managed, recorded and governed with clearer traceability. Developed compliance systems and managed quality change work connected to stakeholder governance.