Fraser Campbell

I am a business focused product and delivery lead operating within HMRC’s Central Training Unit, responsible for designing, owning, and iterating internal assurance and data products used by senior leadership to monitor risk, performance, and delivery. I have delivered a number of high impact products for CTU, including an overhauled Power Bi data management system, a commission targeting lessons learned for the assurance function of CTU and a series of engagement sessions targeting the results of the People Survey. Through strong product management and stakeholder engagement I have consistently delivered tangible results across the business and have lead a drive on modernisation across CTU in respect of Data analytics and process improvement.

I led workforce training, site mobilisation, and wellbeing delivery within DWP’s Debt Management function, operating in a high volume environment. I took ownership of training delivery for new staff and incoming teams, embedding operational standards, compliance requirements, and confidence from day one. I played a key role in onboarding new sites into live Debt Management operations, training local staff and supporting leadership to ensure a safe and effective transition to service. I acted as the wellbeing strategy lead for the function, designing and delivering wellbeing sessions to frontline staff and senior leaders, including Directors, improving engagement, resilience, and leadership awareness in a demanding operational setting. I have delivered substantial organisational change through this delivery, communicating with diverse stakeholders across the business and building a strong, evidenced based framework for wellbeing improvements.

I led teams of up to 20 staff delivering emergency out-of-hours response services during major incidents, including severe weather events and public safety escalations. I held responsibility for real time decision making, risk assessment and resource deployment to maintain service continuity under pressure.

I acted as the manager responsible for being the primary point of contact for senior public and private sector clients during critical incidents, providing clear updates and managing contractual expectations. I empowered junior staff to manage triage and customer communications while retaining overall accountability. My leadership ensured vulnerable customers were prioritised effectively and operational risks were controlled. I received direct positive feedback from senior stakeholders for professionalism, judgement and contract management capability.