Appointed to develop a new staffing structure to include the recruitment and induction of a new leader of the organisation. Supporting the transition of the organisation from a collective management structure to one with a leadership structure.

• Creating a development and action plan for the organisation to lead it through its restructure and transition
• Reviewing and reshaping the financial governance and processes within the organisation
• Developing and contracting new IT services
• Recruiting the leadership position and staff roles across the organisation
• Supporting the staff team

Cumbernauld Theatre established in 1961, is a performing arts charity that produces and presents theatre, music, dance and comedy for the community of Cumbernauld and North Lanarkshire. The Theatre is rebranding and moving to a new purpose built £5.5m capital venue. Has a current turnover of >£1m which is set to grow under its new Arts Venue brand of Lanternhouse.

Chair, Member of Finance and Fundraising Committee and Member of People and Culture Committee.

As Chair of the organisation led a strategic, legal review and modernising of the Organisation’s Constitution and supported the CEO and Board with a Governance restructure to ensure a fit for purpose Governance Model for the new Performing Arts Company being established by 2021.

• Transitioned a new Executive Team to lead and negotiate Cumbernauld Theatre into the new venue as part of Lanternhouse Centre for Performing Arts.
• Working with the Board and CEO, being instrumental in driving a Board Skills Audit that led to the effective recruitment of three new Board Members.
• Guiding the Board and organisation through Covid-19 and the complex financial decisions and the Theatre’s survival, including reducing the Theatre’s staffing base before growth in Spring 21.

Renovo is one of the UK’s leading specialist providers of outplacement and career transition support. As an Associate Career Coach, working in partnership with Renovo, I provide flexible, tailored support to individuals across a range of levels and role types, dramatically increasing their chances of moving on effectively after redundancy. With an in-depth insight into the recruitment market, I provide the type of practical support and guidance that is crucial to success in today’s job market. With much of my support delivered through telephone or Zoom / MS Teams, I can be with my clients at every stage of their journey, providing support when it is needed most - whether it be helping to identify their key skills, tailoring CVs and applications or working with individuals in preparation for a specific interview. Chair, Member of Finance and Fundraising Committee and Member of People and Culture Committee.

As Chair of the organisation led a strategic, legal review and modernising of the Organisation’s Constitution and supported the CEO and Board with a Governance restructure to ensure a fit for purpose Governance Model for the new Performing Arts Company being established by 2021.

Transitioned a new Executive Team to lead and negotiate Cumbernauld Theatre into the new venue as part of Lanternhouse Centre for Performing Arts.

Working with the Board and CEO, being instrumental in driving a Board Skills Audit that led to the effective recruitment of three new Board Members.

Guiding the Board and organisation through Covid-19 and the complex financial decisions and the Theatre’s survival, including reducing the Theatre’s staffing base before growth in Spring 21.

Since 1976 the Glasgow & Clyde Rape Crisis Centre has been providing free and confidential support to women and girls who have been raped, sexually assaulted or sexually abused. GCRC covers an area with a population of more than a million, 52% of whom are women and even the most conservative figures estimate that one in five of those women will experience sexual violence at some time in their lives.

As part of the Interim Change Team I have led the organisation 3 days a week and primarily focused on:

• Leading the organisation development and restructure
• Reviewing the financial, operational and HR systems
• Leading the cultural changes and rebuilding the confidence in the SMT and the staff team
• Leading and implementing a values, competency and performance framework
• Implementing good governance and Board Reporting
• Leading the operational staff of 23 and day to day service management
• Tendering the financial services for the organisation
• Leading the HR review, policy, review and setting up a policy workplan and subgroup
• Developing the funding and income generation plan and raising £1.2m to secure the future of the Centre for the next 2 years

Seamab is a Residential Care and Education provider and looks after 21 children primarily aged 5-13 years with a staff team of 69 and a turnover of £3m.

Transitioned and led the organisation through a period of significant change including Covid-19; redesigned reporting structures to increase accountability and mentored the SMT to boost their confidence and increase their leadership skills.