I grew up in the 1970s where racial tensions were profound. At school, it felt like you were in constant battles around race. My uncle was in a mixed heritage relationship living in Enfield, and the divide was intense, my siblings and I experienced racism when we visited for holidays. My brothers experienced the realities of racial violence and, like many Black boys at the time, a stigma of dysfunctional behaviour at school. They were frequently hit by the headteacher or referred to a psychiatrist. These are powerful memories for my generation.

During these times, we were protected by our village. Family was everything. The values my parents instilled were love, unity we had an open house for many families, friends, and neighbours. We were always encouraged to try our best, be curious, do the right thing, speak up, stand up, and help others. As a single mother raising two wonderful children, these are the values I held as a young child and continue to hold today.

I’ve worked at Westminster City Council for 20 years. I started in frontline housing, appreciating by my own housing journey. I was driven to make an impact and help others. I’ve held roles from volunteer in homeless hostels, homelessness advisor, Contract Manager of the Homeless Persons Unit, Service Development Manager, leading and commissioning a range of housing-related support across Westminster on regeneration projects, NCH and Family Parental units.

Equality and opportunity have always been at the heart of my work, ensuring fair access and improving outcomes for all. I’ve volunteered both in my local community and in Westminster. I was motivated to do more for vulnerable young people, aiming to shift from a deficit-focused mindset to a strengths-based coaching model. To support this, I trained in systemic practice and encouraged leaders to do the same. This helped achieve positive outcomes, with more young people moving into accommodation and into employment.

I’ve been Head of EDI for four years. At first, I was apprehensive to apply, having witnessed the lack of diversity, inclusion, and representation. I knew it would be challenging, but with a new leadership team and our CEO’s relentless drive to EDI, I knew that I had to help lead the change. It hasn’t always been smooth, colleagues warned me the role would be hard but I felt that I had to be part of the change.

Now, I’m proud that EDI is at the heart of everything we do. We’ve driven positive change in representation with Global Majority staff increased from 5% in 2018 to 33%, and women at senior levels from 33% to 53%. Some of my key achievements include:

Setting internal measurable targets for senior representation and recruitment

Running “Big Conversations” with staff — 750+ survey responses and 20 focus groups during COVID

Leading the Pan-London Tackling Racial Inequality group on best practice supporting diverse businesses

Creating the 2022–2025 EDI Strategic Workforce Action Plan

Establishing the Pay Gap Taskforce and Forum; improving data insights and reducing gaps

Facilitating safe spaces, inclusive team sessions, and open conversations

Launching our EDI Hub, toolkits, Anti-Racism podcast and charter, and commitment as an anti racist organisation

Ensuring every Directorate has an EDI Action Plan linked to senior performance and accountability

Leading Disability, Neurodiversity, Gender Equality, Anti-Racism and LGBTQ+ action plans

Introducing schools inclusive mentoring and the Black on Board programme to diversify boards and school governing boards in Westminster

Leading on award submissions and achieving Disability Confident Leader status

Increasing engagement with our 7 staff networks and co-creating events with communities

Being visible, accessible, offering mentoring, coaching, and direct support across the organisation

I’m pleased that 75% of staff now agree Westminster is an inclusive place to work and provides equal opportunities. EDI was also recognised as a strength in the London Councils Peer Review. Staff have told me they’re happy we are driving change on EDI and that the council feels a much better place to work.

I’ve faced personal challenges, especially when the pace of change felt too slow, or when the values we were embedding weren’t being felt equally. It’s difficult especially when you feel that it is not being prioritised by everyone. At times, I’ve questioned how to keep inspiring and sustaining change. It was in those times that I recognise that we are all at different points of understanding and commitment and whilst sometimes it don’t lessen my emotional toll it does remind me why leadership in this space matters. My role has been to stay grounded in my values to keep trying and role model the behaviour even at these difficult times. I am particularly thankful that I have an absolutely amazing team and supportive , Manager, Chief Executive and leadership team.