Competence - Delivering What Matters
I believe competence should be the starting point — not the exception — when it comes to public service.
Our communities face real issues: pressures on housing, strained adult social care, overstretched services, and limited resources. These challenges don’t need slogans. They need people who understand systems, ask the right questions, and can help shape decisions that actually work in the real world.
I’ve spent the last 15 years helping organisations prepare for risk, improve how they operate, and respond to emergencies — from local councils and universities to critical infrastructure like rail, water, and energy. I’ve worked in the UK and abroad, always focused on one goal: building organisations that serve people better.
“When competence is missing, communities pay the price.”
But competence isn’t just about what you’ve done. It’s about how you think. I believe in:
Understanding how decisions are made — and where they fail.
Asking difficult questions early, before problems become crises.
Working with frontline staff who know the system best — not just sitting in rooms with titles and badges.
Communicating clearly, not hiding behind complexity.
In local government, competence means delivering on the basics and knowing how to navigate the bigger picture — budgets, pressures, trade-offs. It’s about making things work better without wasting time, money, or public trust.
If elected, I’ll bring a steady hand, practical thinking, and a mindset shaped by service — not politics