Past deliverables
Digital transformation and development relies on strong leaders to provide a vision and good managers who know how to support staff to deliver it. I have experience of both.
Leadership and management
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Maintaining content quality during a national crisis
In February 2020, our main GOV.UK priority was to ensure that Brexit information was up-to-date and accurate. Two weeks later, the country went into Covid lockdown. -
Team building in lockdown
Two weeks after I started as a new team lead in GDS, the country went into Covid lockdown. I needed to find ways to help my team mesh and build trust. -
Developing new staff confidence and abilities faster
New members of the team were taking longer than I expected to settle in. I realised we weren't onboarding them very well. -
Digital transformation at Birkbeck, University of London
Undergraduate tuition fees increased dramatically in 2012. Overnight, Birkbeck's mature students - faced with dramatic increases in fees - stopped applying. -
Future-proofing Birkbeck's online course information
The content management system used to publish Birkbeck’s course information was about to fall over. We urgently needed to take steps.
Stakeholder management and engagement
Projects and delivery die when stakeholders don't buy into them. I am an expert in stakeholder management and engagement:
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Managing multiple stakeholders at the Government Digital Service
I managed a team that worked closely with more than 20 government departments. But I was the only one tasked with formal relationship management. We needed a more sustainable model. -
Building strong networks with key stakeholders
Our content colleagues in other government departments felt that GDS didn't consult enough with them. We needed to find a better way to communicate with them. -
Getting buy-in from internal stakeholders
At Birkbeck, University of London, our internal stakeholders - the academics - were powerful and able to block our work. When we launched the Digital Transformation Project, I knew their buy-in was critical. -
Converting hostile stakeholders into champions
As a senior content designer for the Government Digital Service, I was set the challenge of fixing some badly structured content. But the real challenge was getting hostile and dispirited internal stakeholders on board.
Content strategy and design
Digital content is only effective if you know what purpose it serves. That's why I put content strategy at the heart of all my work:
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The Brexit checker: preparing for change
In September 2019, Number 10 commissioned GDS to develop a tool to help citizens and small business owners understand what they needed to do to prepare for Brexit. We developed the Brexit checker. -
Improving the DDaT Capability Framework
Our key users hated the DDaT (Digital, Data and Technology) Capability Framework on GOV.UK. It was badly structured and hard to navigate. As a senior content designer, I was tasked with fixing it. -
Implementing digital governance at Birkbeck
​At Birkbeck, staff were given publishing access to the website, regardless of their skills or experience. But this approach led to a bloated website that was difficult to navigate and understand. Having transformed the website, I knew we needed rules of engagement.