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Martin Christopher Scoble Mob: 07502 404 535; Email:

A result driven Executive and inspirational leader with transferable skills.

Able to assess multiple and complex requirements, set strategic vision, communicate outcomes and focus teams to deliver outputs. An open, confident and effective communicator who listens and successfully develops and maintains professional relationships with the public, colleagues, stakeholders & key influencers at all levels. Accountable and decisive executive who can problem solve and deliver collaborative outcomes.
Professionally trained and experienced leader who leads by example, building positive and engaged teams. Develops and drives forward strategic objectives across the public sector and beyond; taking a lead on national, regional and local collaborative projects to drive forward mutual understanding, organisational performance, innovation, productivity and efficiency.

Core Competencies

Leadership Stakeholder Management Strategic Analysis
Change Management Programme Management Collaborative Engagement
Political Sensitivity Strategic Planning & Execution Two-way Communication

Career History

Chief Executive Officer, Office of the Police and Crime Commissioner for Northamptonshire. Nov 16 – Present.
Provide leadership, strategic direction and coordinate effort within the Office of the Police and Crime Commissioner. Establish strategic objectives for the Police, monitor performance and direct change programmes to improve performance. Ensure outcome delivery and innovative establishment of collaborative and multi-agency initiatives to protect the public, reduce crime, reduce re-offending and identify upstream preventative initiatives to support vulnerable people. Identify wider opportunities to improve holistic service delivery across the victim and offender journeys leading to influence, accountability and collaborative engagement across sectors and government departments.
• Accountability of strategic and financial performance of the Force (budget of £125 million)
• Direct and efficient discharge of the PCC budget and utilisation of £5m
• Provide strategic leadership and advice to the Commissioner in support of the development of a clear and effective long-term vision and strategy, set out in the Police and Crime Plan, together with a supporting Delivery Plan to deliver outcomes and objectives
• Establish and enact a Corporate Governance Framework, based on the six principles of good governance and the Nolan principles of public life
• Lead all planning, stakeholder engagement and implementation for the Fire and Rescue Service governance transfer
• Strategic lead and develop effective relationships with a wide range of local, regional and national stakeholders and to work with strategic partnerships, Community Safety Partnerships, local authorities, the voluntary sector and criminal justice agencies to ensure the delivery of community safety programmes that meet communities and service user needs
• Respond to national developments and support the Police and Crime Commissioner in representing the Office’s interests locally, regionally and nationally
• Identify and develop collaborative arrangements with public, private or voluntary sector partners to ensure more efficient and effective use of resources
• Support the Commissioner in raising the profile and communicating his ambition, values, strategies, achievements and views
Key Accomplishments
• Successful delivery, including complicated stakeholder engagement for the Fire and Rescue Service governance transfer
• Organisational review leading to new strategic direction, structure and managed outputs
• Implemented an internal cultural shift and approach that positively influenced both internal delivery and wider external inter-agency cooperation
• Generated culture and reputation of the organisation as a positive, professional, trustworthy and knowledgeable “go to” organisation both locally and nationally
• Implemented systems of governance and transparency within a public organisation to ensure evidenced based decision making and public accountability
• Developed and implemented estates strategy to enable operational delivery, realise efficiencies, improve productivity and reinvest savings into frontline delivery
• Regeneration and implementation of new delivery vehicle for vital services to support victims following successful negotiated extraction from a failing contract
• Secretary and Board member of the national Chief Executive association
• Conduct a wide-reaching mental health assessment to better understand the implications, demands and risks of mental health within the criminal justice system. Identify recommendations to facilitate better understanding, policies and procedures along with interventions and positive outcomes

Chief Executive Officer, Office of the Police and Crime Commissioner for Humberside. Apr 13 – Nov 16
Leadership, communication internally and across multiple external organisations to deliver a fit for purpose, accountable and transparence method of service delivery and governance. Identify future requirements and develop and implement structural and cultural changes to realise political ambition. Design and implement inter-organisational code of conduct and system of accountability whilst managing performance outputs against a £175m budget.
Key Accomplishments
• Development of strategic and operational vision within a newly formed organisation
• Successfully negotiated and delivered positive outcomes in a sensitive and combative political environment
• Embedded professional and outward looking culture to widen scope and influence of individuals and the wider organisation
• Successfully negotiated and bridged the gap between political ambition and operational delivery between two different organisations

Global Operations Director (High Wycombe) – Global Contingency Planning and Risk Management. Jun 11 – Apr 13.
Lead cross-departmental analysis, strategy development, planning, implementation and management of complex international operations within stringent legal, operational and financial limits. Advise Board members on strategy decisions, liaising with media and communication teams to ensure proactive and defensive media lines are accurate and in line with agreed strategic narrative. KPI monitoring and intelligence based assessment to ensure delivery against strategic and operational campaign plans.
Key Accomplishments
• Set organisational requirement, intent and vision for organisational and geo-political expeditionary operations, including the training and logistic requirements to prepare and deploy. Establish the training systems and manage organisational performance outcomes
• Develop emergency criteria parameters and plans for contingency global operations

Branch Manager – Officer Commanding Royal Engineer Squadron (Cambridge). Aug 09 – Jun 11.
Team leadership for over 150 employees. Lead, manage, prepare and deploy individuals and teams for operational commitments across the globe. Management of diverse roles held within the branch ensuring each are supervised, validated, qualified and capable.

Programme Manager and UK Representative in USA (Alabama, USA) – Defence Assessment and Evaluation. Aug 07 – Aug 09.
Project and programme management of multiple and sensitive systems. Development and cultivation of international links. Cradle to Grave analytical evaluation of systems and development of processes, mechanisms and procedures to maximise opportunities.

Post Graduate Education – Intermediate Command and Staff Course (Shrivenham). Jan 07 – Aug 07.
Selected for a post graduate, 32 week, course that prepares senior British Army officers for high-grade appointments; by developing their leadership, analytical, planning and communications skills.

Operations Director and Branch Manager (Northern Ireland). Jan 05 – Dec 06.
Planning, tasking, and executing all military support activity in Northern Ireland. Standing representative within Headquarters Northern Ireland (HQNI) at Director level for all planning and delivery of inter-agency tasks. Planning and execution of the strategic and government sponsored Northern Ireland Normalisation change programme.

Deputy Branch Manager – Royal Engineer Squadron (Cambridge). Jul 03 – Jan 05.
Branch Operations Manager – Royal Engineer Squadron (Germany). Jul 01 – Jul 03.
Training Team Leader (Arborfield). Jan 00 – Jul 01.
Sub-Branch Manager (Northern Ireland). Mar 98 – Dec 99.
Royal Military Academy Sandhurst & Specialist Role Training. Sep 96 – Mar 98.
RAF University Bursary, RAF Sixth Form Scholarship & RAF Flying Scholarship.

2:1 BEng(Hons) Aerospace Engineering
A-Levels – Mathematics, Physics, Biology
GCSEs – 10 GCSEs at A or B grade, including Mathematics and English.

Voluntary Roles
Governor St John’s School Mar 17 – present
Under 8s Football Coach Nov 17 – present

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