Stef M

Member of the Senior Leadership Team reporting to the Executive and Board. Appointed to establish and scale the organisation's Purpose and social impact capability, subsequently leading enterprise-wide integration of Purpose as a strategic, commercial and governance driver. Accountable for embedding Purpose, sustainability and social value into corporate strategy, business model evolution and market positioning, strengthening competitive advantage in UK public sector and regulated markets. Key contributions:

● Led a multi-year business model transformation positioning Purpose as a strategic and commercial differentiator, advising Board and Executive leadership and contributing to new revenue streams valued at c. £4m in 2025.

● Repositioned public sector go-to-market strategy through integration of Purpose and social value into procurement activity, achieving perfect social value scores in 90% of tenders and average scores within the 95th percentile.

● Directed SBTi-aligned Net Zero strategy and enterprise decarbonisation roadmap, embedding science-based targets into governance, risk management and long-term strategic planning.

● Led B-Corp aligned transformation across operations, policy and commercial practice, achieving above-benchmark assessment scores and strengthening external market credibility.

● Shaped go-to-market value propositions embedding purpose-led differentiation into client strategy, enhancing competitive positioning in a highly saturated digital consultancy market.

● Built governance and measurement frameworks linking Purpose outcomes directly to enterprise performance, executive decision-making and external reporting.

Appointed to lead complex strategic initiatives and strengthen the organisation's design capability across high-profile public sector programmes. Key contributions:

• ● Advised Executive Leadership on market positioning and developed a strategic go-to-market framework to clarify competitive differentiation within the UK public sector digital market.

• ● Led standardisation of design approaches within HMRC's Brexit and digital transformation programmes, improving consistency, delivery confidence and cross-service integration

• ● Provided strategic input into major bids and client engagements, strengthening commercial propositions and supporting growth in government contracts.

• ● Mentored and developed design capability across the organisation, contributing to maturity of service design as a strategic discipline within the business.

Led service design within complex national justice programmes operating in highly regulated and politically sensitive environments. Key contributions:

• ● Delivered service design across complex, high-risk justice programmes within a national digital transformation context.

• ● Led multidisciplinary teams through end-to-end service transformation initiatives within highly regulated environments, balancing user needs, operational constraints and policy requirements.

• ● Designed and secured funding for new digital microservices aimed at reducing recidivism, influencing senior decision-makers through evidence-based prototyping.

• ● Led development of accessibility-by-default service frameworks and associated monitoring dashboards, embedding inclusive design into governance and delivery standards.

• ● Partnered with senior stakeholders to align service improvements with operational efficiency and cost-reduction objectives.