Key Areas of Expertise

Sarah is an experienced senior manager, with over 20 years success in strategic management, service delivery and project management. She offers support through:

  • hands-on leadership of services, delivering real change for people and places, alongside driving up performance and efficiency
  • corporate transformation, re-engineering functions such as procurement
  • strategic development and direction to adapt to financial pressures, changing political expectations or new legislation

Sarah's experience covers a wide range of services in public and third sector agencies, with a particular focus on organsiational change, regeneration, cultural and environmental services. Her recent interim and advisory roles include:

  • Interim Director Environment & Regeneration to July 09, LB Merton
  • Interim AD (Neighbourhoods) to September 2011, LB Brent
  • Housing specialist adviser to restructuring, RB Kingston upon Thames

She has managed large scale resources of all kinds, with accountability for operations, maintenance, costs and performance. Her responsibilities have encompassed turnover in excess of £100m, assets over £200m, programmes over £500m and over 1000 staff.

Success in different organisations and services has relied on Sarah's ability to lead teams of all sizes, think long term and articulate a clear vision, and drive change in order to improve services and transparency alongside excellent value for money. Achievments include:

  • Strategic vision: developing and delivering innovative strategies moving organisations and partners forward, from new partnerships to counter racial harassment, to driving cultural investment in Essex
  • Organisational and corporate transformation: Sarah has delivered major change in consultancy and interim roles, including departmental mergers (eg at Brighton & Hove and Brent), outsourcing and re-insourcing (Southend, Merton), cultural reorientation (as at Merton) and implementing radical political change (as at Hertfordshire). Almost all her roles in the last sixteen years have required leadership of change and delivering more for less
  • Operational delivery: recognising the key performance indicators and focusing on improvement in services from welfare benefits to innovative arts partnerships, Sarah has managed service improvements to make a real difference to people’s lives
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