I joined Moorhouse as a manager at the beginning of 2012, looking to contribute to a small and growing firm.
Having worked for most of my career in the public sector, I was given the opportunity to join a transformation programme within BT, working in a small delivery team. I quickly moved to a role leading the programme management office for the transformation. Alongside this, I had internal responsibilities for supporting an annual escape and defining the Moorhouse approach to account development planning.
We seized these opportunities and by early 2014 had developed the largest account team in Moorhouse.
In late 2012 the firm took a strategic decision to enter the health sector, given the health system transformation that was taking place following the Health and Social Care Act 2012. I joined the small team working with our first health client. Our team quickly grew as the client asked us to become involved in small additional engagements to support them through the system transition. As a result of building our brand with the client, opportunities began to emerge to support some strategic transformation programmes that were being established. We seized these opportunities and by early 2014 had developed the largest account team in Moorhouse. With the opportunity that came from leading the account team and the responsibility for continued business development, I was promoted to principal in April 2014.
It’s great fun to be part of a growing business and, in my experience, while the learning curve can be steep, if you relish a challenge there are always opportunities to learn new skills and rapidly progress your career.
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