My clients to date include Cadence Partnership, Department for Education, EY, Government Digital Service, Hewlett Packard, NHS Blood and Transplant, Pacitti Company, Public Health England, RDF Group, Trafford Housing Trust, UK Trade and Investment and uscreates.
Here’s more information about what I’ve done for some of them.
Department for Business, Energy and Industrial Strategy (February – October 2016)
My role was to lead and coach teams of civil servants and suppliers to
- develop a strategy and establish a programme to replace HR and finance systems for 15,000 staff
- lead a service design review of Student Loans Company
- manage the department’s digital transformation portfolio, to ensure quality across multiple organisations and programmes
My position was interim Head of Digital Services. My brief was to start UKTI’s digital transformation by building excellent services for UK businesses that want to export. To make this happen, I set up a digital delivery team. Together we started to transform the services UKTI provides for potential exporters, including
- conducting user research to understand what businesses need
- developing and testing prototypes on paper and online
- engaging with UKTI teams and expert stakeholders
You can read about some of our work in this blog post.
Trafford Housing Trust (February 2015 – March 2015)
The CEO commissioned me to write a digital strategy, including
- bringing the principles of being agile, user-first and digital-first to the trust
- reviewing the trust’s activities and making recommendations for how to achieve their objectives more effectively and efficiently using digital technologies
- developing a fully costed workplan with options for the board
Hewlett Packard (April 2014 – May 2015)
My role was to create a strategy and capability model for HP to develop its digital transformation portfolio in the UK.
The project included
- developing a framework of the capabilities needed to succeed in the digital transformation market
- assessing the suppliers’ performance against these capabilities
- developing their proposition and go-to-market strategy
- developing a business case, financial model and capability plan
My client said, “Rebecca is a talented and creative consultant with a wealth of experience in government digital gained in a range of different public and private sector organisations. As well as the benefit of this broad expertise, she brings three of the most useful qualities in a consultant. First, the ability to provide constructive challenge to the organisations she is advising in a sensitive but persuasive manner. Second, Rebecca has the gift of being able to take a range of diverse views and from these create clarity and structure in how problems are defined and solutions framed. Finally, her excellent written communication skills (an all-too rare ability) means that she always produces a high-quality end product. I enjoyed working with Rebecca immensely, and would have no hesitation in recommending her to anyone looking for help in shaping and delivering their digital programmes.”
I did a short coaching project with the managers of the digital team at NHS Blood and Transplant.
My role was to support them to start an ambitious digital transformation programme for blood and organ donation. Together, we built a roadmap for the next 12 months, including a timeline that works for the agile digital team and the waterfall programme management team, and people and budget requirements. The team is now using the roadmap as the basis of their work.
I worked at Public Health England (PHE) as interim Deputy Director for Digital. My role, working with the digital team, was to transform PHE’s digital delivery so that it meets PHE’s users’ needs.
- setting direction for PHE’s digital transformation and leading the team of 20 to deliver it
- acting as an advocate for digital and agile in PHE and the health sector
- developing a digital strategy to put the user first in all PHE’s activities
- transitioning 15 websites to GOV.UK and NHS Choices in 6 month period
- using agile ways of working for the first time in PHE, in the digital team and elsewhere
- redesigning PHE’s digital team, including a full restructure and recruitment of 15 new team members
- working with GDS and the Department of Health digital team to make sure our activity fits with the cross-government direction
- representing PHE on the Health and Social Care Digital Services Programme Board, which is a sub-group of the National Information Board, and a long, official way of saying ‘the NHS Choices board’
You can read more about what we got up to in these posts.
My client, Alison Hill, said of my work at PHE, “Rebecca worked with me as interim director of digital at Public Health England from October 2013… Her task was transform digital delivery within PHE and to centre focus on users needs… She immediately brought the essential strategic leadership that was needed to build trust inside PHE, and the critical partnerships with the Government Digital Service and Department of Health… One major challenge was to change culture and attitudes in those who saw a different digital future for PHE, and she was able through her influence and strategic thinking bring people along with her… Rebecca tackled these hugely challenging tasks with flair, determination, dedication, and charm.” You can read Alison’s full testimonial on LinkedIn.