This page sets out what I have actually delivered.
Not opinions.
Not slogans.
Not party lines.
Just problems identified, action taken and outcomes achieved.
With Essex County Council entering what is likely to be its final term before transition to a new unitary authority, this is not the time for theory. It is the time for competence, follow-through and practical delivery.
Here is my record so far.
Public Service as a Town Councillor
Making Council Meetings Accessible and Transparent
Problem: Brightlingsea Town Council meetings were not livestreamed.
Action: Personally sourced and installed a low cost streaming solution and donated a screen to replace the projector.
Result: 20 to 60 residents now watch meetings online compared to zero before. Greater transparency at zero cost, many councils spend thousands.
Street Lighting Reinstated
Problem: Junction lighting removed or left as broken stumps at Romney Close, York Road and Victoria Place.
Action: Raised at Town Council and escalated then followed through at County level.
Result: Lighting reinstated or repaired to improve safety.
Reinstating the Clacton Bus Service
Problem: Service previously withdrawn.
Action: Direct engagement with senior director at Hedingham Buses after identifying opportunity.
Result: Service reinstated.
Dangerous Bollards Replaced
Problem: Damaged and dangerous bollards on B1029 and opposite the old church left for years.
Action: Sustained public pressure campaign, documentation and escalation.
Result: Bollards replaced.
Potholes and Pavement Repairs
Examples include:
• Thomas Street
• Seaview Road
• Sydney Street
Action: Reported, followed up and publicly documented until resolved.
Result: Repairs completed after prolonged inaction.
Community Safety
Founded and recruited volunteers for Community Speedwatch.
Telraam Traffic Monitoring
Problem: County required data before considering intervention.
Action: Secured Telraam monitoring device, now a Town Council asset.
Result: Data collection capability.
Also: Police Special Constable Funding Initiative, secured £4k budget, although volunteer recruitment did not happen.
Secured External Funding
Each grant approximately £1,500. Applications written personally.
• Outdoor cleaning equipment
• 4 secure cycle racks
• Air purifiers for Town Council hall
Works Scheduling Disruption
Problem: Major roadworks causing avoidable traffic chaos.
Action: Pressured County level response and secured public acknowledgement that future works should avoid peak disruption.
Result: Public commitment secured, though inconsistently applied. Demonstrates why internal influence matters.
Environmental Issues: “The Stench”
Problem: Ongoing odour issue affecting residents near Samson’s Road industrial estate.
Action: Helped form pressure group, gathered evidence, escalated to councils and Environment Agency, maintained public awareness.
Result: Issue resolved after sustained pressure.
Community Action: Without Formal Authority
Brightlingsea Bramble Brigade
Volunteer group cutting back vegetation blocking paths and rights of way.
Up to 20 participants.
10 to 15 sessions over summer.
Impact: Previously impassable paths reopened, improved accessibility for mobility impaired residents.
Sign and Bollard Cleaning
Personally cleaned approximately 20 signs and multiple bollards over 12 months.
Reason: Pride in place and visibility improvements.
Impact: Immediate improvement in clarity and appearance.
Sunshine Coast Greenway
Concept development for active travel route.
Progress:
• Secured £10,000 feasibility and design funding from County
• Early engagement achieved
• Positioned for future infrastructure consideration
Organising Public Responses
- Encouraged participation in Local Plan consultation
- Encouraged engagement in Quarry consultation
- Increased awareness of County and District processes
Professional Experience: Relevant to County Leadership
Local government requires more than good intentions. It requires negotiation, financial control and the ability to operate inside complex systems.
Negotiation and Influence
- Led negotiations between major media corporations and national agencies
- Trained high performing teams in commercial negotiation
- Developed sponsorship negotiation guide for grassroots clubs
Budget Responsibility
- Managed commercial P&L for 3 of the 10 biggest magazines globally
- Managed divisional P&L for international publishing group
- Built and now run own business
Building and Scaling Systems
- Designed and rolled out national digital signage network for 150 independent retailers in partnership with American Express
- Replicated similar model independently within grassroots sport
Working Against Larger Players
Built challenger businesses competing with significantly larger incumbents.
Operated effectively without the advantage of scale or institutional backing.
What this means at County level
The County term ahead is critical before transition to a new unitary authority.
What matters:
• Following through
• Escalating effectively
• Using data intelligently
• Understanding budgets
• Knowing when to negotiate and when to apply pressure
This is the approach I would take to County level decision making.
Questions Voters May Wish to Ask
When engaging with any candidate, it is reasonable to ask:
- Can you demonstrate examples where you identified a problem and saw it through to resolution?
- How do you ensure commitments made publicly are actually followed through?
- What experience do you have managing budgets and negotiating outcomes?
- How will you ensure the basics are consistently prioritised?
- What negotiation training have you received?
- What management qualifications do you have?
- What measurable improvements have you personally been responsible for?
- When something stalled, how did you follow up and escalate it?
If you would like evidence or further detail on any of the above, I am happy to provide it. If you would like to suggest areas where you believe more could have been done, please get in touch via my listening and support contact form: