Day in the Life - Senior Intelligence Analyst
This feature piece has been written by one of our TOEX Senior Intelligence Analysts, Lee Allen, who works within our Tarian team, following questions posed by the TOEX network.
It will be a regular article in the e-magazine and website exploring the range of roles TOEX staff do across the network.
What do you think about the development pathways for analysts, particularly for those that want to remain technical with limited people management?
Reading this question brought to mind a couple of outstanding analysts who both tried management but found it wasn’t for them. They remain hugely valuable to the Tarian ROCU and have taught me a great deal. People like this are essential for continuity, mentoring, innovation, and retaining organisational knowledge. Ideally, we would have two clear pathways: one into leadership and another into technical specialism. The Met have already started recognising technical progression without requiring management in their data roles, which is something we should take inspiration from.
At present, that structure doesn’t fully exist in UK policing, but with the changes expected through Police Reform and the formation of the NPS, there is opportunity to take a national approach for analyst development. It’s important to recognise that not all analysts want to manage people. Strong teams need both capable leaders and technical specialists, and keeping that depth of expertise makes us far more effective.
For analysts who want to remain technical, I’d encourage seeking out project work, secondments, and opportunities to lead on innovation. With the scale of change ahead, experienced analysts will be in high demand. For senior analysts, it’s equally important to recognise and support these individuals. We must give them opportunities while ensuring they feel valued without needing to take on management responsibilities.
Where do you hope policing evolves in the next 10 years?
I almost started writing an essay for this one but managed to stop myself. I think the ideas in the Police Reform White Paper are really promising. Our current structure in the UK is fragmented and unusual compared to much of Europe, and while we do a lot well in terms of investigations and analysis, those structures often hold us back. Reform will take time and there will no doubt be challenges, but in the long term I am confident it will put us in a stronger position.
I hope the changes help us become more proactive. Policing will always have a reactive element, but with centralised systems and better connected data, we should be able to understand threat, risk, and harm more effectively. There is already a lot of intelligence available that is not fully utilised, and the work we do in TOEX shows what is possible when we start joining things up. That will bring challenges in terms of volume and unmet demand. However, we can only tackle threats effectively if we understand the demand rather than the demand we are fulfilling. This highlights the importance of skilled analysts.
Crime will never be eliminated, but with the right structure, tools, and investment in both local policing and national capability, we can be in a much better position to respond early and keep people safe.
What do you think the role of a Senior Analyst looks like and what do you think a good senior analyst should do well for the team?
A Senior Intelligence Analyst should advocate for their team (be the #1 fan), provide clear direction, maintain high standards, and support delivery through guidance and leadership. The role sits between analysts and decision-makers, understanding what is needed and ensuring work is relevant and meaningful, while also managing expectations and protecting the team where necessary.
A good senior analyst should be approachable, communicate clearly, prioritise effectively, and create an environment where analysts feel supported and confident. It is important that the team knows you have their back and that no challenge is unsurmountable.
What would be expected of a senior analyst in terms of involvement within the jobs?
I think this varies depending on the analyst’s experience, confidence, and the demands of the operation. My approach is to have an awareness of all our operations and a view on it, but the analysts are in charge and will know their operations better than me. I expect them to come to me if they need support, want to test an idea, or are facing blockers.
I avoid micromanaging and give them my trust. We have regular team meetings and one-to-ones focused on their work, but I prefer those to be led by the analyst. For newer staff, I spend more time providing guidance and asking questions to help them think through patterns, gaps, and opportunities.
Do you do your own QA for the team or do you rely on peer QA?
Quality assurance is a shared responsibility. Analysts should take ownership of their own work, including proofreading, in the team there is a strong culture of seeking peer input during development which is excellent. I review products before they are shared, and depending on the work, we may involve the DI, DS, or IDOs for additional input.
For research tasks, unless they are for me directly, I rely on analysts to spot check work and highlight any issues or inconsistencies.
How do you ensure resilience when you are off sick or on annual leave?
We are integrated into the Analysis and Research department in the Tarian ROCU. If I am away the team know they can speak to any of the other Senior Analysts or the Head of Analysis regarding work queries, short notice leave etc. Being a part of that wider management network is a great help for me.
How regularly should a Senior Intelligence Analyst speak to their team?
I’d say every day, even if the team might not agree! People can be working through large pieces of work for long periods, so regular check ins help keep a sense of connection. It’s especially important with hybrid working, where it’s easier to miss signs that someone may be struggling.
Sometimes it’s just a quick conversation or a cup of tea. The important thing is that people feel supported and know they can speak to you when they need to.
What does a typical day look like as a senior analyst?
I would say that the benefit of this role is the lack of typical days. However, the general tasks generally fall into managing priorities, providing guidance/advice, scoping out what support we can provide, and engaging both internally and externally (aka lots of meetings). A lot of the role is about problem-solving and diplomacy. Making sure the team has what it needs to deliver and that we are supporting the right operations.
Should a senior analyst be able to carry out the tasks expected of the analysts?
100%, it’s important to retain the ability to carry out analytical work. It helps maintain credibility, keeps you grounded in current processes, and means you can step in and support the team when needed.
Guidance and feedback won’t land if the team don’t trust your expertise, so I make an effort to stay up to date through CPD and by my developing skills where possible. However, it shouldn’t come at the expense of the core role. While I enjoy being involved in analysis, it’s just as important to represent the team, manage workloads, promote our work, and keep aware of emerging threats.
Should a senior analyst have access and the ability to utilise Chorus?
Yes, having access and maintaining competence in systems like Chorus is important. It allows for effective oversight, troubleshooting, and the ability to step in when required.
Is it expected that a senior analyst take lead if other Senior staff from different forces/regions visit to explain TOEX capabilities environment etc?
Where appropriate, yes. A Senior Analyst should be confident in representing the team and explaining capabilities, systems, and processes. It’s an opportunity to showcase the great work being done and ensure others understand the value that TOEX provides.
I think that the Senior Analyst role can be a great interlocutor (only learned this word recently, it makes me feel fancy) between what is possible with intelligence analysis and what is needed/wanted by decision makers. This is an important responsibility in a period of rapid technological change and dynamic threats.
How do you manage job allocation?
I try to balance workload while considering the teams strengths and development opportunities. Some tasks may be better suited to more experienced analysts, while others can help develop skills.
However, this is easier said than done when work arrives at different times. Finding that the ideal person for the job is already at capacity is common. This is where it is important to consider what additional support may be needed. Where possible, I try to plan and scope out different opportunities for the team. But my priority will be ensuring we deliver results.
How do you manage team welfare?
Everyone is different, so it’s important to understand how people respond to stress and recognise the signs when they’re struggling. Wellbeing means considering both work and personal lives. The nature of our work means we are exposed to difficult material, and secondary trauma can have an impact. For particularly challenging work, I will involve the Trauma Risk Assessment team, otherwise I manage it through regular check-ins and making sure people feel able to step away when needed.
Outside of work, people have their own pressures. I try to be aware of when someone may need support and make sure it’s there, whether that’s a conversation, asking a colleague to check in, or encouraging them to take time out. The team works hard and so flexibility is important. The key thing is that people feel valued, supported, and able to speak openly.
How did you become a Senior Intelligence Analyst? What roles did you do before this? When did you decide this is what you wanted to do?
I graduated from Swansea University in 2009 during the financial crisis, so job opportunities were limited and my priority was simply paying rent! I moved to London and spent a few months applying for anything I could find before deciding to focus on roles I was genuinely interested in, mainly in public service. Through a bit of persistence and luck, I secured an admin role with the Canadian High Commission, which gave me a sense of purpose and started my career in public service.
I went on to work at the US Embassy and then the Australian High Commission, where I spent over six years and became a Regional Integrity Analyst after roles as an Immigration Officer and Office Manager. The role involved understanding immigration risk and working with international partners. When my wife and I decided to return to Wales to start a family, I joined South Wales Police as an Intelligence Analyst, where I worked across major crime and organised crime.
I later became a Team Leader, managing a team of six analysts and researchers, before progressing into a Senior Intelligence Analyst role within TOEX. I knew quite early on from joining South Wales Police that I wanted to progress into a senior role. I wanted to have more influence, support others’ development, and improve how analysis is used within policing.
Lee, you seem to have a particular focus on the technical side of things within his role. Has that developed through personal interest or is this something he finds more effective therefore chooses to focus on it?
I am a nerd and love the technical side of things, but for me the key is how we apply tools operationally. When something becomes a core pat of work and genuinely improves capability, that’s when it adds value. TOEX has been very good in this regard, and working with the technical team has been a pleasure. I am always thankful for their patience with my questions and ideas.
TOEX has shown the best model for the future. Tools need to come from frontline demand and be accessible to those doing the work. There are examples across policing where impressive tools exist but are not widely known, used or shared. To make a real difference, technical developments need to be practical, accessible, and embedded in everyday work.
Where do you see your development over the next few years?
I’ve thought about this recently. Chances for progression beyond the Senior Analyst role are limited, that being said there is so much I can continue to do in TOEX. The opportunities are largely limited by imagination and will.
I plan to continue building my technical, leadership, and project management skills, while looking for ways to innovate. Being involved in national work is something I enjoy, and I think Police Reform will create further opportunities to contribute.
I’ve also been lucky to have strong mentors. Lucy Rogers, our Intelligence and Analytics Lead has been a real influence on me. It was hearing Lucy speak at a meeting that made me apply for the role. Locally Mike Parry MBE has provided long-term support and guidance. Finding people you can learn from and trust is an important part of development.
Looking back, which operation stands out as one you’re most proud of, and what role did analysis play in achieving that result?
This is difficult. I think personally as an analyst it would likely be a murder investigation particularly during the man-hunt phases. There was one where we had three subjects flee the scene. I was able to point the team to the right locations for their arrests and seizure of evidence across Cardiff, Birmingham, and London within a week. A lot of that was using quick time social network analysis alongside standard data analysis deployed during a man hunt.
As an analyst manager, there are several operations the team have supported that make me very proud. I think the most recent example would be one for identifying CSE intelligence linked to missing girls. I have helped design the process but one of my analysts has done all the work, having progressed into the role from being a researcher. Seeing her perform to a high standard and finding previously unknown intelligence and associations across previously siloed data makes me beam. Multiple children are safer because of her work, and I can only see it continuing to grow.
What has been the most challenging aspect of your SIA role? For example, was there an operation, task or project you lead/worked on that was particularly challenging? What were your take-aways from this experience?
The most challenging part of the role has been sometimes finding a team to action the intelligence we’ve developed.
My take away from these moments are that the networking aspect of the Senior Analyst, Sergeant, and Inspector roles are vital. It is on us to build relationships and understand the changing structures of forces. We need to know the best people to engage with and when to apply pressure from above.
We have been able to establish influence with senior officers on the back of our successes. When appropriate, we use this influence to ensure that opportunities are not missed.
Advice for anyone wanting to progress to senior analyst?
Look at the role profile and figure out what you have in your skillset and experiences and what you don’t. Then speak to your manager about opportunities to develop towards meeting the criteria. If there are not opportunities locally there may be through the wider TOEX network.
Find your mentors and watch how they make decisions, what they consider. A big development period for me was watching a previous manager at external stakeholder meetings. She was a master. I knew I couldn’t copy her exact style as she was more charismatic than me, but what I could understand is how she considered other people’s perspectives, concerns, and priorities. She always knew how to leverage these towards mutual goals.
In the next quarter, we’ll hear from another member from the TOEX team on all things that make them tick.