Author: Mark Whitfield

Welcome to my site! After graduating in Computing in 1990, I accepted a position as a programmer at a Runcorn based software house specialising in electronic banking software, namely sp/ARCHITECT-BANK on Tandem Computers (now HPE NonStop). This was before the internet became more prevalent and so the notion of enabling desktop access to company accounts for inter-account transfers and book keeping was still quite a cutting edge idea (and smartphones only ever hinted at in Space 1999). The company was called The Software Partnership (which was taken over by Deluxe Data in 1994). I spent 5 years in Runcorn developing code for SP/ARCHITECT for various banks like TSB, Bank of Scotland, Rabobank and Girofon (Denmark) to name but a few. I then moved onto a software house in Salford Quays for further bank facing projects. After a further 23 years in the IT industry and now a Senior IT Project Manager (both Agile and Waterfall delivery), I thought I would echo out my Career Profile in this corner of the internet for quick and easy access.

Project Management, Risk Types & Assessing Risk Severity

Project risks are uncertain events that, if they occur, can impact a project’s objectives. They are generally broken down into core categories: financial, technical, schedule, operational, and external. Proper risk assessment evaluates the probability and impact of these threats to prioritize mitigation strategies.

Detailed Risk Breakdown

1. Financial Risks

These risks relate to project budgets, funding cuts, and cash flow.

Cost Overruns: Expenses exceeding the allocated budget.
Funding Delays: Cash flow interruptions from sponsors or clients.
Currency Fluctuations: Affecting purchasing power for international materials.
Severity: High/Critical. Can lead to project cancellation if not mitigated.

2. Technical Risks

Emerging from technology gaps, security vulnerabilities, or poor integration.

Technology Failures: Systems crashing or underperforming.
Software Bugs: Errors causing glitches or data corruption.
Security Breaches: Data theft or loss compromising privacy.
Severity: Medium to High. Can completely stall deliverables or undermine final quality.

3. Operational Risks

Internal workflow inefficiencies, process breakdowns, and human factors.

Resource Shortages: Missing key team members or materials.
Poor Communication: Siloed workflows leading to rework and mistakes.
Supply Chain Disruptions: Delays in procuring high-quality goods.
Severity: Low to Medium. Tends to erode timelines quietly but can escalate if left unmanaged.

4. Schedule Risks

Risks jeopardizing deadlines, causing timeline slippage or severe delays.

Scope Creep: Uncontrolled changes or continuous addition of project requirements.
Unrealistic Estimates: Planning overly optimistic deadlines.
Dependency Delays: Waiting on third parties to finish preliminary tasks.
Severity: Medium to High. Directly impacts client satisfaction and delivery targets.

5. External Risks

Factors entirely outside the project team’s direct control.

Market Shifts: Changing customer demand or competitor actions.
Regulatory Changes: New laws requiring unexpected compliance adjustments.
Environmental/Hazards: Severe weather, natural disasters, or pandemics.
Severity: Varies (Low to Critical). Often unpredictable, requiring comprehensive contingency planning.

Assessing Risk Severity

To categorize the severity of risks accurately, project managers typically use a Risk Assessment Matrix based on two factors:

Likelihood: How probable is the event to occur? (1 = Low probability, 5 = High probability)
Impact: How severely would it affect the project? (1 = Minimal effect, 5 = Catastrophic failure)

The combination yields a risk score (e.g., Likelihood × Impact), allowing managers to prioritize risks:

Low Risk: Monitored periodically.
Medium Risk: Requires a defined contingency plan.
High/Critical Risk: Demands immediate, active mitigation strategies.

Project Management, Risk Types & Assessing Risk Severity

Preparing for a Steering Committee, SteerCo

Also,

Preparing for a Steering Committee (SteerCo) means ensuring senior stakeholders are aligned, not surprised.

Share a concise pre-read 48–72 hours prior focusing on strategic updates, key risks, and necessary decisions. Use the meeting itself to seek guidance or arbitration rather than just reading through slides.

A successful SteerCo relies on keeping your presentation highly strategic. Here is an actionable checklist to prepare:

1. The Pre-Read (Distribute 2-3 Days Before)

One-Page Status Summary: A simple Red-Amber-Green (RAG) dashboard covering schedule, budget, and scope.
The “Ask”: Clearly outline the specific decisions or approvals you need from the committee.
No Surprises Rule: If there is a major blocker or budget overrun, brief key members individually before sending the formal pack.

2. The Presentation Structure

Executive Summary: Quick reminder of project goals, scope, and target timelines.
Project Progress: Highlight major milestones recently achieved.
Financial Health: Compare actual spend vs. planned budget.
Risks & Issues: Focus only on severe roadblocks and present actionable mitigation options.
Decisions Needed: State the options, pros/cons, and your recommendation.

3. During the Meeting

Focus on the Big Picture: Do not get bogged down in granular project details.
Manage the Politics: Be prepared for pushback and answer objectively. If you don’t know an answer, take an action item rather than bluffing.

Agile Scrum Master Interview Questions & Preparation Advice

Agile Scrum Master Interview Preparation Advice

Typical Agile Scrum Master interview questions evaluate your understanding of the Scrum Framework (the 3-5-3 structure), your ability to facilitate continuous improvement, and your soft skills in conflict resolution and servant leadership.

The questions generally fall into four core categories:

1. Scrum Fundamentals & Frameworks

These questions test your technical knowledge of Scrum and how it compares to other frameworks.

Explain Scrum vs. Agile: Agile is the overarching mindset and set of principles; Scrum is a specific, lightweight framework for implementing Agile.
The 3-5-3 structure: What are the three roles (Product Owner, Scrum Master, Developers), five events (Sprint, Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective), and three artifacts (Product Backlog, Sprint Backlog, Increment)?
Scaling Agile: What experience do you have scaling Agile (e.g., SAFe, Scrum of Scrums, Nexus) if the organization is large?

2. Facilitation & Coaching

Interviewers want to see how you run events, coach Product Owners, and improve team delivery.

Daily Scrum: What is your approach to running the Daily Scrum, and how do you prevent it from becoming just a status update?
Retrospectives: What specific techniques or games do you use to keep retrospectives fresh and actionable?
Definition of Done (DoD): How do you help a team create and adhere to a clear Definition of Done?
Metrics: How do you track a team’s effectiveness (e.g., velocity, sprint goal success, cycle time, burndown charts)?

3. Behavioral & Situational Scenarios

These “tell me about a time when…” questions assess your real-world experience.

Team Conflict: Can you describe a time when you had to resolve a conflict between team members or between a developer and the Product Owner?
Resistant Teams: What would you do if a team member or stakeholder doesn’t see the value in Scrum ceremonies and refuses to participate?
Management Intervention: How do you handle managers or executives who try to bypass the Scrum process or assign work directly to the developers?
Scope Creep: How do you handle sudden mid-sprint requirement changes or scope creep?

4. Self-Awareness & Servant Leadership

Hiring managers ask these to test your humility and growth mindset.

Your Greatest Failure: Can you share a time you failed as a Scrum Master, and what you learned from the experience?
Protecting the Team: How do you say “no” to leadership or protect the team from external noise while still serving the broader organization?

__________

More Agile Scrum Questions with Example Answers:

Mastering a Scrum Master interview involves demonstrating a deep understanding of servant leadership, the Agile mindset, and hands-on experience navigating team dynamics. Below are the most common interview questions, summarized with strategic, industry-recommended answers to help you stand out.

Core Scrum Framework & Mechanics

Question 1: Explain the 3-5-3 structure of Scrum.

What they’re looking for: A solid foundation in Scrum basics.
Recommended Answer: “Scrum is governed by a ‘3-5-3’ rule: 3 roles (Product Owner, Scrum Master, Developers), 5 events (Sprint, Sprint Planning, Daily Scrum, Sprint Review, Sprint Retrospective), and 3 artifacts (Product Backlog, Sprint Backlog, Increment).”

Question 2: What is the difference between a Product Backlog and a Sprint Backlog?

What they’re looking for: Understanding of backlog management and scope.
Recommended Answer: “The Product Backlog is a continuously evolving, prioritized list of everything needed for the product, owned by the Product Owner. The Sprint Backlog is a subset of the Product Backlog—it’s the specific forecast of items the team commits to delivering during the current sprint.”

Behavioral & Situational Questions

Question 3: How do you handle conflict within the Scrum team?

What they’re looking for: Your facilitation and conflict-resolution skills, avoiding direct intervention where the team can self-manage.
Recommended Answer: “I avoid playing the role of a micromanager. Instead, I facilitate open dialogue and encourage the team to address the conflict directly using the Scrum values of openness and respect. My goal is to guide them to find a mutually agreeable solution while fostering an environment of psychological safety.”

Question 4: What do you do if a team member refuses to adopt Scrum practices?

What they’re looking for: Change management skills and patience.
Recommended Answer: “I first try to understand the root cause of their resistance, as it usually stems from a lack of understanding or fear of change. I would have a private one-on-one conversation to address their concerns. I might pair them with an experienced Agile advocate or use team-building exercises to demonstrate the value of Scrum in a low-pressure way.”

Leadership & Stakeholder Management

Question 5: Tell me about a time you had to challenge leadership or management.

What they’re looking for: The courage to protect the team’s focus and uphold Scrum principles.
Recommended Answer: “I once had a stakeholder attempt to bypass the Product Owner and directly assign high-priority tasks to Developers mid-sprint. I respectfully but firmly challenged this by explaining how breaking the Sprint Goal jeopardizes the team’s focus and the project’s overall velocity. I then helped the stakeholder work with the Product Owner to place the new task in the Product Backlog for the next sprint planning.”

Question 6: How do you measure if your team is truly Agile?

What they’re looking for: Focus on delivering value over measuring arbitrary metrics like velocity.
Recommended Answer: “Velocity is for planning, not for measuring success. I look at outcome-based metrics, such as Sprint Goal success rates, customer satisfaction scores, time-to-market, and the quality of increments. The ultimate measure is whether we are continuously delivering iterative business value to our end users.”

Direct comparison between O-Level system of 1980s and today’s numerical GCSE grades

In the 1980s, GCE O-Level grades ranged from A to E (where A, B, and C were considered passing). Due to grade inflation and changes in the curriculum over the decades, an O-Level grade C is roughly equivalent to a Grade 4 in the current numerical GCSE system, while an O-Level grade A equates to a Grade 7 or 8.

A direct, point-by-point comparison between the O-Level system of the 1980s and today’s numerical GCSE grades reveals the following equivalence:

O-Level grade C is roughly equivalent to a Grade 4 in the current numerical GCSE system, while an O-Level grade A equates to a Grade 7 or 8 — O-Level grade C is equivalent to Grade 4, while O-Level grade A equates to Grade 7/8

Important Differences in System Design

Grading Method: O-Levels were norm-referenced, meaning a fixed percentage of students received each grade every year, regardless of the overall score. Today’s GCSEs are criterion-referenced, meaning grades are awarded based strictly on the skills and knowledge the student demonstrates, with grade boundaries adjusted accordingly.
Cohort Reach: In the 1980s, O-Levels were designed for the top 20–25% of the academic cohort, while the next 40% took CSE (Certificate of Secondary Education) exams. The modern GCSE is designed to cater to the vast majority of all abilities.
Assessment & Breadth: O-Levels were almost entirely dependent on final, high-stakes written exams, whereas modern GCSEs require more breadth across a wider range of subjects and rely heavily on 9-1 scoring.

Direct comparison between O-Level system of 1980s and today’s numerical GCSE grades

Plan on a Page, POAP – is a visual summary of a project’s core elements

A Plan on a Page (POAP) is a concise, visual summary of a project’s core elements. It distills complex, granular project details into a highly accessible, single-page format.

It acts as an executive summary rather than a replacement for comprehensive, detailed project plans. Example, tailorable Agile and Waterfall MS PowerPoint POaP project templates can be purchased at this link.

🎯 Primary Purpose

Executive Communication: Provides busy stakeholders and C-level management with rapid visibility into a project’s status without overwhelming them with data.
Alignment: Ensures teams, sponsors, and stakeholders share a unified understanding of project goals and direction.
Focus & Risk Management: Keeps the strategic vision front-and-center, prevents teams from getting “lost in the weeds,” and allows leaders to spot high-level risks early.
Decision Support: Serves as a quick reference guide during steering committee and status meetings.

POAP is a concise, visual summary of a project's core elements — A Plan on a Page (POAP) is a concise, visual summary of a project’s core elements

📝 Content Summary

To fit on a single page, a POAP strips away tactical daily tasks and focuses only on the most critical strategic and timeline components:

Project Vision & Scope: A concise statement of what the project aims to deliver.
Objectives & KPIs: Specific, measurable targets and Key Performance Indicators to measure success.
Visual Timeline: A high-level roadmap, Gantt chart, or phase-based breakdown (e.g., Discovery, Execution, Launch) displaying major milestones.
Project Health/Status: Current RAG (Red/Amber/Green) status or progress tracking.
Resource & Budget Allocation: High-level overview of assigned budget and key personnel.
Risk & Dependencies: Notable blockers, constraints, or critical assumptions.
Governance & Contacts: The project sponsors, managers, and the best way to get support.

Plan on a Page concise, visual summary of a project's core elements — All POAP templates can be purchased by clicking on the link on the website banner

2026 IRONMAN 70.3 Bolton

The IRONMAN 70.3 Bolton is the UK’s standout early-summer middle-distance triathlon, featuring a 1.2-mile lake swim, a 56-mile hilly bike ride, and a 13.1-mile town center run. The event has a legendary electric finish in the heart of Bolton on Victoria Square.

Event Profile

Date: Sunday, June 7
Format: Age-group and professional categories, featuring a self-seeded rolling swim start.
Energy Partner: Maurten Gels are available on-course for athlete fueling.

Course Breakdown

Swim (1.2 Miles / 1.9 km): A single-loop course at the calm, open-water Pennington Flash Nature Reserve in Wigan.
Bike (56 Miles / 90 km): A two-loop circuit around the surrounding regions before heading north into the Lancashire Moors. It is known to be a challenging, undulating ride with some technical sections.
Run (13.1 Miles / 21.1 km): A mostly flat, two-loop half marathon through Queens Park and the historic streets of Bolton.

Spectator Information & Logistics

Finish Line: The final stretch leads competitors down the Red Carpet toward the steps of the Bolton Town Hall.
Road Closures: Extensive road closures and bus diversions affect the area, with major impacts on roads and surrounding routes.
Local Amenities: Spectators and athletes have access to local hubs like the Albert Halls Bolton and the Bolton Museum, both located right near Victoria Square.

For more information, visit the official IRONMAN 70.3 Bolton portal.

Popular Computing Weekly British Computer Magazine from 1982 thru 1990

Popular Computing Weekly (frequently abbreviated as PCW) was a highly influential British computer magazine published from 23 April 1982 to 14 June 1990.

Launched by Sunshine Publications and led by founding editor Duncan Scot, it stood out by providing rapid-fire weekly news, hardware reviews, type-in software programs, and gaming coverage at the height of the UK’s home microcomputer boom.

Over its eight-year lifespan, it produced 415 issues, adapting its identity from a broad hobbyist guide to a gaming-centric publication before closing in the early 1990s.

Magazine Overview & Core Elements

Unlike glossy monthly publications such as Personal Computer World or Your Computer, Popular Computing Weekly acted as a fast-paced “newspaper” for the UK micro community. Because it hit newsagent shelves every seven days, it could report on dramatic price drops, industry buyouts, and hardware delays weeks before monthly rivals.

The magazine catered to a wide array of early systems, including the ZX Spectrum, Commodore 64, BBC Micro, Amstrad CPC, Atari 8-bit, Dragon 32, VIC-20, and later the 16-bit machines. Its format generally consisted of:

News Desk: Urgent industry reporting, micro-market trade wars, and launch delays.
Hardware and Software Reviews: Critical evaluations of new home computers and software titles.
Type-In Listings: Pages of raw BASIC or Machine Code that readers meticulously copied into their systems to run games and utilities.
Gaming Coverage & Puzzles: Dedicated spaces for arcade game high scores, maps, and adventure hints.

Detailed Timeline Breakdown (1982–1985)

1982: Launch and the 8-Bit Explosion

April: On 23 April 1982, Issue 1 was published by London-based Sunshine Publications. The launch editor, Duncan Scot, managed the first 8 issues before handing the reins over to Brendon Gore.
May–June: The magazine’s debut directly coincided with Sir Clive Sinclair’s unveiling of the ZX Spectrum. Popular Computing Weekly quickly positioned itself as a critical hub for Spectrum and BBC Micro setup guides and technical support.
System Agnosticism: Early volumes accommodated a highly fractured market, including type-in listings for the ZX81, VIC-20, Acorn Atom, TRS-80, and early Apple II systems.
Cover Price: The early issues cost just 30p.

1983: Price Wars and Rising Circulation

The Boom Year: Home computing exploded in the UK. PCW capitalised on its fast turnaround to report on brutal, ongoing price slashes initiated by Commodore, Sinclair, and Atari.
Market Diversification: Content expanded heavily to track new contenders like the Oric-1, Dragon 32, and the newly launched Commodore 64.
Commercialisation: Software companies grew rapidly. Advertising pages surged with multi-page spreads from early publishing giants like Imagine Software, Ocean Software, and Ultimate Play The Game.

1984: Amstrad’s Arrival and Market Shocks

April: The magazine closely documented Alan Sugar’s entry into the computer market with the Amstrad CPC 464, which changed the landscape by packaging a computer, keyboard, and monitor into an all-in-one unit.
The Crash Warning: PCW reported extensively on the high-profile financial collapse of Imagine Software and structural corrections across the British software industry.
The MSX Standard: The magazine devoted substantial print space to tracking the arrival of Japanese MSX standard computers (such as Toshiba’s HX-10) attempting to break into the UK.

1985: Transition to 16-Bit and Gaming Domination

January: The magazine followed the rocky release of the business-oriented Sinclair QL and the debut of the dual-mode Commodore 128.
May: The news desk shifted focus to the 16-bit horizon, tracking early announcements for the Atari 520ST and Commodore Amiga.
Pricing: Driven by inflation and increased page counts, the cover price rose to 40p.
Software Pivot: As users grew tired of typing in complex code by hand, the publication reduced its raw code listings and pivoted towards dedicated, full-colour video game previews, software reviews, and maps.

Post-Early Eighties Legacy (1986–1990)

Beyond its golden era, the publication continued to evolve through the late 1980s. By 1989, regular home micro content declined as the industry consolidated around IBM-compatible PCs, the Amiga, and the Atari ST. To compensate for falling sales, PCW incorporated Computer Gamesweek in 1989, morphing almost entirely into a video games magazine.

1. Popular Computing Weekly British Computer Magazine from 1982 thru 1990

2. Popular Computing Weekly British Computer Magazine

Sunshine Publications eventually closed the magazine on 14 June 1990 with its 415th issue, ending its run as a primary historical record of the 1980s British microcomputing phenomenon.

Catherine Schell Biography & Chronological Timeline Breakdown

Catherine Schell is an internationally acclaimed Hungarian-born British actress celebrated for her commanding presence and versatility across mainstream cinema, comedy, and British cult television.

Best known for her iconic roles as the shape-shifting alien Maya in Space: 1999, the glamorous Lady Claudine Litton in The Return of the Pink Panther, and a Bond girl in On Her Majesty’s Secret Service, she seamlessly navigated international franchises, sci-fi cult classics, and intense television dramas.

Professional Resume

Contact & Representation

Agency: Anders Frejdh Talent Management
Location Base: France / United Kingdom

Personal Data

Full Name: Katherina Freiin Schell von Bauschlott
Date of Birth: 17 July 1944
Place of Birth: Budapest, Hungary
Nationality: Hungarian / British
Height: 5′ 7½” (1.71 m)
Attributes: Blue eyes, Auburn/Red hair

Core Qualifications & Skillset

Multilingual Fluency: English, German, Hungarian, French
Dramatic & Comedic Range: Specialized in high-society characters, physical/slapstick comedy, and genre science fiction.
Formal Training: Otto Falckenberg School of the Performing Arts (Munich), complemented by intensive private dramatic coaching.

Key Achievements

Cult Sci-Fi Status: Immortalized the premier character “Maya” in Season 2 of Space: 1999, requiring extensive prosthetic makeup and creating a global fanbase.
Box Office Success: Featured as the primary female lead opposite Peter Sellers in the smash-hit comedy The Return of the Pink Panther (1975).
Literary Author: Documented her life in two critically praised autobiographies: A Constant Alien (2016) and When God Was Out For Lunch (2018).

Catherine Schell best known for her iconic roles as the shape-shifting alien Maya in Space: 1999 — Catherine Schell as the shape-shifting alien Maya in Space: 1999

Comprehensive Chronological Timeline

1944–1957: Early Life and Displacement

1944: Born in Budapest during an allied bombing raid to Baron Paul Schell von Bauschlott (a diplomat) and Countess Katharina Maria Etelka Georgina Elisabeth Teleki de Szék.
1945–1948: Experienced post-war Russian occupation and absolute poverty after the Nazi and Communist regimes confiscated her family’s ancestral estates.
1948: Escaped Hungary with her family, living as refugees in Vienna and Salzburg, Austria.
1950: Emigrated to the United States. Her father renounced his noble title to secure American citizenship. Catherine entered a strict Catholic convent school on Staten Island, New York.
1956: Her mother became a cause célèbre and was imprisoned for actively protesting the Soviet invasion of Hungary.

1957–1967: Training and European Screen Debut

1957: Relocated to Munich, Germany, where her father joined Radio Free Europe. She attended the American School and fell in love with acting.
1961–1963: Entered Munich’s prestigious Otto Falckenberg School but pivoted to private lessons to rapidly master theatrical German.
1964: Made her professional feature film debut under the name “Catherine von Schell” in the German adventure film Lana, Queen of the Amazons, followed by the crime mystery Traitor’s Gate (Das Verrätertor).
1967: Starred in the Euro-drama film Hell Is Empty.

1968–1974: Rise in British Cinema & Franchise Success

1968: Co-starred in The Amsterdam Affair, where she met her first husband, British actor William Marlowe. She permanently relocated to London.
1969: Achieved massive international visibility through two high-profile Hammer/Eon productions:
- Cast as Nancy, one of Blofeld’s “Angels of Death,” in the James Bond classic On Her Majesty’s Secret Service.
- Starred as Clementine in Hammer Film’s sci-fi adventure Moon Zero Two.
1971: Guest-starred in the landmark British action-comedy series The Persuaders! (episode: “The Gold Napoleon”).
1972: Appeared alongside Bette Davis in the film Madame Sin and took a regular television role as Diane Marsh in The Adventurer.
1974: Co-starred with Michael Caine in the political thriller The Black Windmill and took the role of Jenny in the cinematic adaptation of Callan.

1975–1979: The “Golden Era” (Pink Panther & Space: 1999)

1975: Reached peak mainstream cinematic fame as Lady Claudine Litton in The Return of the Pink Panther. Her genuine struggle to suppress laughter at Peter Sellers’ improvisations was deliberately left in the final cut by director Blake Edwards.
1975: Portrayed the “Servant of the Guardian” in the Season 1 episode of Space: 1999 titled “Guardian of Piri”.
1976–1977: Hired by producer Fred Freiberger to inject new energy into Season 2 of Space: 1999. She played Maya, a brilliant, shape-shifting alien from the planet Psychon. The role required hours of daily cosmetic transformations and solidified her legacy as a sci-fi icon.
1977: Divorced William Marlowe. Met TV director Bill Hays while filming the series Looking for Clancy. She also starred in the fantasy film Gulliver’s Travels.
1979: Delivered two more definitive genre performances:
- Played Countess Heidi Scarlioni opposite Tom Baker’s Fourth Doctor in the legendary Doctor Who serial “City of Death”.
- Re-teamed with Peter Sellers in the comedy feature The Prisoner of Zenda.

1980–1996: Mature Dramatic Roles and Later Career

1980–1981: Appeared in episodic television such as The Gentle Touch, The Spoils of War, and The Island of Adventure.
1982: Married director Bill Hays.
1983–1985: Balanced prominent theatre and television work, including guest roles on Bergerac and a prestigious TV production of A Month in the Country (1985).
1988: Played Lotte Zons in the critically acclaimed cinematic period drama On the Black Hill.
1989: Guest-starred in highly rated British soaps and procedurals, including The Bill and Howards’ Way.
1990: Starred as Virginia Mitchell (aka Dominique) in the popular WWII French Resistance TV drama Wish Me Luck.
1991–1994: Appeared in Lovejoy (1991), Piccolo grande amore (1993), and the TV mini-series The Wimbledon Poisoner (1994).
1996: Officially stepped back from full-time acting after appearing as Inspector Helene Masson in the crime drama series The Knock.

1997–2019: Retirement and Hospitality in France

1997–2005: Relocated to the historic village of Bonneval in France. She successfully owned and operated a small, highly regarded boutique guest hotel/Chambre d’Hôtes.
2006: Suffered the tragic loss of her husband, Bill Hays, who passed away in March. Subsequently retired from running the guest house.
2016: Published her first critically well-received autobiography, A Constant Alien (Fantom Publishing).
2018: Released her second volume of memoirs, When God Was Out For Lunch.

2020–Present: Selective Return to the Screen

2020: Made a grand return to television under the direction of Damon Thomas, portraying Duchess Valeria in the critically praised BBC/Netflix horror mini-series Dracula.
2022: Cast by director Rob Zombie as Zoya Krupp in the feature film adaptation of The Munsters.

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