Mary is a senior associate of Ranmore Consulting, and is a specialist in leadership
and organisational development, including executive coaching, change
management and governance.
She has more than 16 years experience of leading and developing strategic
change as an education management practitioner, and has held executive and nonexecutive
board level positions in the health, higher and further education sectors.
Her roles have included:
- Director of Executive Leadership Development and Governance at the
Centre of Excellence in Leadership (CEL), where she designed and
developed the grounding-breaking Principals Qualifying Programme - a
national leadership development programme for chief executives of further
education colleges;
- Director of Planning, Standards and Performance with the sector skills
council for lifelong learning;
- Executive Director of postgraduate education at the Tavistock and Portman
NHS Foundation Trust, where she also worked and trained as an associate
with the Tavistock Consultancy Service;
- University Secretary at Thames Valley University, and Clerk to the
Polytechnics and Colleges Funding Council (now Hefce), where she
worked with Sir Ron Dearing to publish the first guide for governors in
higher education.
Mary has also taught on the Tavistock's masters degree programme "Working with
Groups in the Public and Private Sectors" and on generic organisational dynamics
programmes for health service professionals and groups working in the private
sector. She was a mentor with the UCL masters degree programme "Health
Informatics" commissioned by the NHS, and is accredited to use the Human Insight
'AEM-cube' team diagnostic tool.
Mary trained at the Tavistock and Portman in organisational consultancy, change
management, and as a professional coach at Ashridge.
She uses a psychological and systems approach in her work with individuals and
organisations, to uncover the processes and practices that both help and hinder
effective working. Her focus is on helping organisations develop their leadership
capacity at all levels, and to build resilience, increased capability and
understanding in its leadership. Developing the creative capacity at all levels in the
staff group, is an important part of delivering the organizations' strategy - especially
in times of transition and change.
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