A talented, resourceful and versatile consultant and coach, Felicity knows how to work with people from across institutions and the sector, to crack difficult problems and achieve results. She has a deep expertise in stakeholder management and has received excellent feedback from several clients. This has been proven by the wide variety of assignments and thought leadership pieces she has carried out on behalf of SUMS Consulting. These include: a detailed review and recommendation assignment into the enquiry management systems for student recruitment at the University of Leicester (2019); a deep dive review into Clearing & Confirmation processes at the University of Hull (2020); neighbourhood and Commercial Team mediation at the University of Reading (2019); a substantial organisational design assignment for a London University, including Target Operating Models, job design and driving up quality of role expectation to enable a cost neutral design (2019029); a cross sector benchmarking of five Marketing & Communication Functions’ organisational structures to draw out areas of best practice, synergy, and necessary difference (2020); a pivotal project support role, designing an effective matrix working structure for an M&C Function in a London university, which included RACI matrices, effectiveness workshop design and delivery, delivering great meetings, and establishing an efficient communication flow between defined working groups (2020); a trio of thought leadership pieces taking the students’ perspectives on – University Admissions 2020 and the impact of CV-19, – enforced distance learning, – Graduating through Covid (all completed in 2020). She has pending a new thought leadership publication linking staff health, general wellbeing, and remote working enablement through CV-19, highlighting some core principles and findings because of qualitative and quantitative research methods. She is also the supplier of Coaching (individual and team), Coaching Supervision and Mentoring services to SUMS Consulting.
Felicity has delivered several webinars on the topic of Coaching in the higher education setting. She has also been invited to be guest speaker in a podcast series produced by The Brand Education and Carnival Content – Disrupting the Degree.
Felicity has recently developed and delivered to a primary school in Berkshire, a workshop designed on Change Management, and enabling the staff body to recognise the impact of the CV-19 changes on their historic ways of working, as well as levelling up their awareness of potential mental health issues, and creating a supportive and open network from which staff members can draw.
As well as this, Felicity has completed several assignments working for early years settings, is a Primary School Governor, and has an application to the Board of the Frassati Multi-Academy Trust pending.
Felicity’s company, Oyster Outcomes, is a supplier of online mental health awareness and online mental health first aid courses, and this is endorsed and promoted by SUMS Consulting and SUPC.
Prior to establishing Oyster Outcomes, Felicity was the Head of Marketing Operations at the University of Reading which saw her lead the Content; Design; Events; Print Studio and Virtual Admin Hub. The team was an essential component, enabling the campaigns team, marketing business partners and Corporate Communications teams to deliver strong results in their areas of professional expertise. In this role, Felicity was not only required to lead the Marketing Operations Team, but she held oversight for the 5-year strategic planning process, operational planning, and budgetary performance and reporting.
Prior to joining Higher Education, Felicity worked at the John Lewis Partnership where she had been engaged for 24 years. In her last role, Head of Democratic Engagement, she was responsible for channelling the voices of 60,000 members of staff from across Waitrose, to have influence over the strategic direction of the organisation through several structured and unstructured routes. She was responsible for the delivery of the Partner Survey, an annual opinion survey issued at that time to 93,000 staff across the Partnership. Additionally, her team played an instrumental role in deciphering the results of the survey and working with teams to set action plans. She was also a kay part of the Partnership’s Governance framework and played an assurance position in respect to independently highlighting and challenging the Senior Boards where required.
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