Mark Sexton

Crisis Management Programme Lead – Organisational Recovery

Appointed to lead a high-profile organisational recovery programme following a nationally scrutinised incident with significant reputational impact.

• Designed and secured executive approval for a 300 FTE workforce redeployment strategy within a live operational environment.
• Led full programme lifecycle including governance, risk mitigation, stakeholder engagement and executive reporting.
• Delivered organisational reset without degradation of service performance or regulatory compliance.
• Mitigated £2.4M projected financial exposure through strategic negotiation and resource optimisation.
• Directed cross functional engagement including HR, Finance, Trade Unions and oversight bodies to ensure lawful, transparent delivery.
• Embedded onboarding, communication and workforce wellbeing frameworks to ensure sustainable transition.

Performance & Assurance Strategic Lead

Enterprise lead for performance governance across a 1,500 FTE division, influencing frameworks across a 50,000 employee organisation.

• Designed and implemented strategic KPI and control framework aligned to regulatory standards and organisational objectives.
• Established governance architecture providing clear accountability, escalation routes and board level oversight.
• Chair senior assurance board driving risk visibility and performance improvement.
• Introduced quantitative and qualitative audit methodologies enhancing inspection readiness.
• Delivered measurable uplift in performance culture, formally recognised in independent inspection review.
• Contributed to national level performance framework development via sector leadership forum.

Strategic Service Lead – National Identification Capability

Strategic lead for a nationally critical service operating within complex legal and international regulatory frameworks.

• Accountable for governance and risk management of one of the UK’s largest regulated data repositories.
• Directed six specialist teams delivering national and international service provision.
• Ensured compliance with statutory, cross border and partnership frameworks.
• Led technology modernisation initiatives improving efficiency and operational resilience.
• Designed and executed operating model redesign in response to budget constraints without service impact.
• Implemented enterprise risk and business continuity frameworks to safeguard service integrity.

Transformation Programme Lead – Enterprise Intelligence System

( £200M Programme )

Appointed within Strategy & Transformation Command to design and operationalise a new 24/7 enterprise support function underpinning a £200M organisation wide technology transformation.

• Built and scaled a 40 FTE specialist support function from inception, responsible for service wide implementation and operational stabilisation of a new intelligence platform.
• Accountable for £50M budget over a five year period, representing 25% of the wider programme allocation.
• Designed full operating model including workforce structure, shift patterns, governance controls, escalation pathways and service performance framework.
• Led end-to-end recruitment campaign in partnership with external agencies and internal talent teams, including vetting, selection and onboarding.
• Developed and delivered structured training and capability programme to ensure rapid system adoption and operational readiness.
• Implemented operational infrastructure, equipment provisioning and technical enablement across a 24/7 live environment.
• Designed and embedded performance monitoring architecture, introducing data driven reporting, issue resolution tracking and service analytics to enhance system stability and user adoption.
• Designed and embedded a service excellence model aligned to industry best practice, engaging external subject matter experts to benchmark service standards.
• Sat on strategic governance board providing executive level reporting on performance, risk, system adoption and service delivery.

Originally commissioned as an 18 month transitional function, the team’s measurable performance impact and organisational reliance secured a five year extension, securing legacy to my work as I progressed on promotion.

Progressed through Constable, Sergeant and Inspector roles with increasing responsibility across emergency response, public order command and major incident leadership.

• Commanded large scale public order operations and multi agency responses.
• Directed response to major and critical incidents under significant public and media scrutiny.
• Led multidisciplinary teams within 24/7 operational service models.
• Designed local problem solving strategies improving service outcomes and stakeholder confidence.