I supported Roberts Limbrick Architects, who led on the proposals to reimagine Monnow Street.

To help inform the design proposals, I designed and ran a series of stakeholder and public consultation events:

• Three hands-on stakeholder co-production workshops

• Two door-to-door business consultations

• An open and staffed public consultation within the town centre over two days and a static display for two weeks in the Community Hub

• An online and offline survey.

Following each stakeholder and door-to-door business consultation, we updated the design proposals in light of the comments we received, the project's vision and ambition and the context of the Welsh transport appraisal guidance (WelTAG) preferred option.

We also carried out a similar review after the public consultation and survey before arriving at a final design concept.

Initially, I went to talk to the interested parties. I then organised a series of workshops, inviting other local people, businesses and organisations to attend. At the workshops, I used examples from across the UK to show the benefits of town-centre partnerships. I also invited people to begin to shape the purpose, form and function of a potential partnership.

I briefed the five Newtown county councillors on the purpose and objectives of the town partnership so they could understand their role in channelling issues and opportunities from a local to a strategic level.

I then ran a second series of workshops, inviting people to help shape the activities a town partnership could provide direction for. We also looked at:

• The partnership's governance and management, including how it would be chaired

• How each sector would be represented on the partnership

• How the partnership would communicate and report on its work, including how the wider community could raise issues for debate at partnership meetings.

In the latter stages, I helped draft the partnership's terms of reference and, with the support of two town councillors, promoted the inaugural meeting of the town partnership in November 2023 and invited people to attend.

I was appointed to look at the green space and the potential for a community hub that would add extra space to the existing library for community events and local services.

Over the six months I worked on the project, we invited the local community to take part in shaping the final proposals through several events. They included:

• Best practice trips to Ammanford and Brynamman

• Various community consultations

• A local stakeholder workshop.

The whole process was accessible and inclusive. When the coronavirus pandemic arrived in March 2020, we changed our approach so we could continue to engage as many people as possible.

I worked with Giles Davis and Lee John Phillips, through our specialist branding agency Rooted in Place. Together, we provided communication, design and brand strategy.

Through a series of briefings, town walkabouts and desk research, we got to understand the investment strategy, perceptions of the town, how it's currently promoted and the need to fit into the wider Visit Pembrokeshire approach.

We then organised several community consultations, which included a social media-promoted online survey, a two-day drop-in surgery in the town centre and some targeted workshops.

We held the drop-in surgery in an empty shop unit. We strung photographs and sketches of town scenes up on washing lines and invited people to tell us what they love about Haverfordwest and where the town falls short. Over 300 people attended, including high school pupils and a local history group.

The combination of survey responses and face-to-face comments helped us understand the unique selling points of the town and create a brief for the design stage. From our research, we learned that the "best" things about Haverfordwest are (in order) the:

• River

• Central Pembrokeshire location

• Castle

• Friendly people

• Independent shops

• History and heritage.

We then wove these into an easy-to-recognise identity that communicates "The Heart of Pembrokeshire". We held workshops with the county council before consulting more widely on the design with the town council and local business circle.

I've been supporting Monmouthshire County Council with its active travel projects, including the wider Caldicot Town Centre Regeneration Strategy and Action Plan:

• I helped project manage the concept design for Church Road, the application to the Welsh Government for active travel funding and the Transforming Towns Green Infrastructure grant.

• I worked with the council on other parts of the Active Travel Network, including the schematic design for the shared route through the Country Park, linking into the Greenway route.

• I worked on the active travel connection through the town centre to Newport Road (west) and other phases, concentrating on Station Road and the final link to Severn Tunnel Junction.

• I provided strategic project management, carried out consultations and prepared business and funding plans.

I was asked to create a framework that gave an integrated approach to economic, social and environmental well-being in the valleys while reflecting local and regional challenges and opportunities.

The three valleys each have a distinct character and identity, supported by local pride and a sense of belonging. It was essential to respect this community spirit while considering the changing regional landscape. We aimed to help ensure the communities are sustainable by giving the area a renewed purpose founded on the legacy of former industries and embracing new thinking.

I worked with Roberts Limbrick Architects to visualise some of the challenges and opportunities across the three valleys. This work was informed by:

• Strategic conversations with some of the larger agencies and organisations working in the valleys

• A desktop analysis of policy and statistical data

• Site visits to identify opportunities and links

• A review of pipeline projects and their status.

I helped write the place plan. The priority themes we included respond to Towyn and Kinmel Bay's key challenges and the opportunities I identified from my research that were endorsed by the local community and stakeholder consultations I ran.

I worked for PER Consulting as the strategy’s lead consultant for community and stakeholder engagement.

We carried out the study in early 2021, as the UK was coming out of the second Covid-19 lockdown. This meant we couldn't use indoor spaces and I needed to adapt my approach to make sure I could still engage as many people as possible. The methods I used included:

• A walk and talk around the town

• A workshop in a local park

• Conversations with parents and guardians at the school gate

• A drop-in session outside the town's guildhall

• An online survey

• A series of interactive community webinars.

I worked in partnership with the council for three months. I carried out policy and statistical research and reviewed previous studies and projects.

Working alongside council officers, I gained an understanding of projects in the pipeline and tested ideas for re-purposing and relocating activities and services in the town centre, such as education, enterprise, bed space, leisure, lifestyle and retail. We also considered access, links and infrastructure and the promotion of public transport, walking and cycling.

Using Bridgend's corporate identity, we designed a document that showed a logical progression from the town's location in the region, the county borough and the town centre itself.

We devised a vision, strategic framework, and thematic opportunities within a visually strong document that included artists' impressions, plans, and precedent images. Finally, we looked at outcomes, how they could be delivered and how they met the goals of the Well-Being of Future Generations Act 2015.