There comes a time in most careers though where you want, or need, to make a significant shift. Transitioning to politics allowed me to leverage my leadership on a larger scale. It also taught me about how different the public sector is from the private sector and how you needed a very different mindset and skillset to be successful in one sector or the other.

With those skills now in my locker, I stepped up to my biggest challenge, taking on what was at the time, the worst Police force in the UK. I was now responsible for an organisation that had been described as “rudderless and clueless” by its own employees and I needed to spearhead a complete turnaround.

My leadership, scrutiny, and oversight, led to improved performance across key metrics, restored public trust, and positioned Cleveland as a national leader in many policing practices. The role also demanded a commitment to collaboration and relationship budling with a wide variety of partners varying from small community groups through to large charities, public sector bodies and central Government.

All of this was achieved whilst suffering the effects of a concerted and organised campaign that was designed to destroy me both as a professional and, at times, as an individual. This high point in my career was also the most traumatic and damaging for me personally both mentally and physically but I was able to use my skills to continue forward and overcome such devastating challenges.

Ultimately this experience really enhanced my ability to navigate complex situations and lead positive change within large organizations whilst understanding what it takes to overcome personal adversity without it negatively impacting your goals.

Whilst this is my story, it will also resonate alongside a million others. It is not just about my achievements, but about the lessons learned along the way. I am passionate about sharing those experiences, both positive and negative, to help others, become better, more resilient leaders who can build and empower successful teams.