This is what you walk away with.

Rebuilt the board pack process after two late distributions, cutting preparation from nine days to four across 11 meetings a year and eight directors.

Renegotiated the firm's travel management contract, saving £38,000 a year on roughly 200 trips while improving out-of-hours support.

Ran the firm's 300-guest annual investor dinner for three consecutive years on a £90,000 budget, delivered under budget each year.

Held the CEO's office through a leadership transition, keeping the board cycle, investor communications and 40 direct stakeholder relationships uninterrupted for five months without a sitting CEO.

–Manage a diary of 30 to 40 meetings a week across three time zones, holding authority to decline and reprioritise without sign-off.

–Run an inbox of roughly 300 messages a day to a same-day standard, resolving the majority without escalation.

–Own the full board cycle for 11 meetings a year: agendas, packs for eight directors, minutes and follow-up actions tracked to completion.

–Hold the £140,000 events budget and approve routine spend to £5,000 on my own authority.

–Coordinate roughly 200 trips a year across the executive team, including multi-leg US investor roadshows rebuilt at short notice.

–Line-manage the office coordinator and train each new assistant joining the wider support team of five.

–Ran due diligence logistics through an 18-month merger, coordinating data rooms and meeting schedules across both firms.

–Managed the partnership's quarterly meeting cycle for 60 partners across three offices, including papers and voting logistics.

–Handled privileged and confidential client matters daily, trusted with material no one else in the support team saw.

–Supported two directors and coordinated travel for a team of 25 across a dozen live development sites.

–Built the team's first shared travel and expenses process, adopted across the company's 80 staff.