Experience

• 

  Change Management Group

  • London, England, United Kingdom

  • Principal Consultant

    • May 2022 - Present
    • London, England, United Kingdom

• 

  CloudSense

  • London, England, United Kingdom

  • Head of Portfolio and Project Management

    • Nov 2019 - Feb 2022
    • London, England, United Kingdom

    CloudSense is a CRM commerce platform (Salesforce native), providing SaaS solutions for B2B and B2C clients. Head of Portfolio and Project Management for EMEA and USA (circa 50 active projects, generating £20 million turnover per annum). • Accountable for successful project delivery, measured against commercial targets, defined timelines, quality, and costs• Accountable for the control of project scope and in conjunction with commercial and technical teams, manage scope change• Accountable for leading regular portfolio reviews to manage risks and issues, determining path to green, actions, owners, timelines and aligning stakeholders a• Accountable for overall governance for in flight and future projects, including commercial management• Established CloudSense Portfolio Management function aligned to strategic and financial objectives, including building a business case and developing a new operating model• Implemented new business operating model, introducing matrix structure to enhance strategic planning and to manage geographically dispersed teams• Implemented new processes and methods to deliver project prioritization and portfolio governance, (tool kit, planning and RAID reviews, continuous improvement initiatives)• Delivering commercial insight to C Suite management on projects health

• 

  Thomas Cook

  • London, United Kingdom

  • Thomas Cook PLC: Business Transformation Programme Manager: Marketing

    • Mar 2015 - Sep 2019
    • London, United Kingdom

    Delivered complex business transformation within the global marketing function, (content and digital asset management), in order to improve effectiveness and efficiency across a cross functional organizational structure, with complex processes and legacy technology covering all Thomas Cook’s sales channels (mobile first approach). Key Achievements:• Optimized £6.5m Capex during 30 months programme lifecycle, generating £15m EBIT over 5 years• With overall accountability for business transformation; consolidated 5 separate markets, teams and disparate processes into one, single, consolidated Group operating model and structure. Aligned all technical deliveries driving improved quality and process / technical efficiency working with Enterprise Architecture teams • Delivered business case through structured FTE cost out proposals and technical decommissioning. 70 FTE across 5 European businesses and 2 local content management system decommissioned• Implemented portfolio management methodologies, planning and designing individual project plans, aligned to business strategy and key milestones. Delivering the governance framework to support RAID management. This aligned to programme quality assurance and integrity framework• Successfully managed a complicated and challenging stakeholder matrix, including managing GEC, local MDs, European Workers Council, local market management, alongside IT and e-comm business areas. Built on-going support and influence to deliver business case• Delivered all parallel and in-flight projects to achieve tactical objectives whilst delivering the E2E transformation• Lead cultural change by example, driving focus on digital transformation• Provided leadership and coaching, creative and innovative thinking and new ways of working, across multiple matrixed teams to embed change. Effectively managed a project team of 15-20 in addition to the extended teams impacted by the transformation of up to 200 people across the Group

• 

  Marks and Spencer

  • United Kingdom
  • Retail
  • 700 & Above Employee

  • Digital Project Manager

    • Mar 2013 - Mar 2015

    The Multi Channel Foundation Programme was a digital transformation programme to re platform www.marksandspencer.com. As part of this programme, I was responsible for the e2e delivery of all site merchandising and product related content for the new website launched 2014. I managed 3 teams in the UK and 2 teams in India, totally 70 people. I was responsible for the implementation of new systems, including the digital asset management, product and content management and front end systems. This included all new processes and ways of working across these operational areas. This accountability also included managing business readiness activities to ensure that new operational standards were delivered. • Accountable for the delivery of the new M&S.com site mechanizing content (Adobe CQ5 and IBM WCS) • Accountable for the delivery of e2e product flow onto the new site (Stibo STEP) • Accountable for planning of site content, including all off shore deliveries and quality assurance• Managed the implementation and transition of all new system processes across the teams• Accountable for customer journey site standards, including imagery, product information, product detail and listing pages, static content, including areas such as configuration files, e mails and FAQ’s • Accountable for all surfacing all products onto new site, approx a 20,000 product range• Reported all related activities and plans into business steering group, raising issues and risks with mitigation plans

  • Digital Project Manager: International

    • Mar 2012 - Mar 2013

    Project manager and business lead for the delivery of http://www.marksandspencer.eu/en desktop tablet and mobile sitesManaged a team of 10 in the UK and 15 in India Responsible for project delivery, business readiness and implementation, operational optimisation, including delivering site content and standards

  • Change and Implementation Manager SAP ECC6.0 SAP

    • Nov 2009 - Mar 2012

    Business lead for the delivery of http://www.marksandspencer.eu/en, with international tablet and mobile sites, I was the key contact for all business related activity. I managed a team of 10 in the UK and a team of 15 in India to support all project related activities This included business readiness and operational improvement activities, all project work, including site content and product flow. All content translated into 4 languages. • Teams under management were accountable for merchandising all site content, product translation, business testing and sign off • Managed all operational improvements projects for the international e-commence business. This included optimizing end to end operational processes with the aim of reducing time and costs in the international business and aligning cost savings to the strategic direction of the business as defined the e-commence leadership team • Key achievements during this role were to deliver a new European site covering Spain, Germany, and the Netherlands. The reduction of translation costs by 50% per annum, a business saving of £250k. Integration of new processes within the existing operation to support the new selling channels

  • Business Change and Implementation Manager

    • Jan 2007 - Nov 2009

    Based in Hong Kong and China:Developed & implemented change management activities across the China and Hong Kong teams to support the delivery of SAP ECC6.0 SAP, the new operating model, including moving the business to cost based accounting.

  • Business Implementation Manager

    • Jan 2007 - Jan 2008

    During 2007, Marks and Spencer expanded it’s footprint within the China region and it opened its first retail store in Shanghai. I lead the business implementation of this project.

• 

  British Army

  • British Army

    • 1992 - 1997

    Awarded the Military Cross for actions in Former Republic of Yugoslavia