Project Lilac

• Nov 2020 - Present

Associate - currently on assignment @ Naked Wines

• Jul 2019 - Present

S&S are a specialist change consultancy that deploys expert teams to solve the challenges companies face when undertaking change.

Head of Client Relationships

• Aug 2020 - Present

Helping Procurement leaders unlock efficiency & reveal digital opportunities

Associate

• Apr 2020 - Present

We support clients to design new operating models or re-think the existing model, to ensure that people, organisation, processes, technology and data are aligned to meeting business strategy.

Process Component Owner / Operational Excellence

• Jul 2019 - Apr 2020

Working as interim Head of Operational Excellence, coaching a Business Process Management team to develop, direct and contribute to the Process Component on Strategic Transformation Project, and to stand-up a Pro-active Operational Excellence Capability within a Cross Functional Business Consulting Team.> Playing a leading role in aligning the Business and Staff within the new Operating Model and ensuring that Centres of Excellence are stood-up in line with the strategically aligned Business Capabilities designed into the new Lifecycle Services Division.> Developing a Process Framework decomposed from Value Chain to Work Instruction Level defining the Three Business and how it delivers value to the Customer throughout the organisation.> Delivering Training to the Business to embed accountability and ownership for both Processes and their ongoing improvement according to the Business Maturity Model.> Design and recruit for an Agile based Operational Excellence capability to work across all parts of the business, reporting into Board Level, to drive efficiency and cost reduction.

Interim Transformation Consultant

• Apr 2019 - Jul 2019

Our approach is to understand our client’s needs through discovery. A deep insight into any organization needs to be earned with the ability to question and challenge, with the target to lead toward fundamental changes. We coach and support on the journey towards internal ownership and sustainable change and always reflect on each assignment to ensure that both parties have openly and collaboratively improved.‘Nude’ Consulting arose from experience that all assignments deserve an unbiased and a-political approach. A value adding deep dive into any organization requires that there are no assumptions or pre-conceived ideas about what problems, or solutions may be found. Ideas should be formed once the initial research and investigations are underway, and in collaboration with the client. Only then, with an open and transparent approach can trust be established and impactful and sustainable change delivered. The Nude Philosophy is one of vulnerability but also of honesty – we don’t make any promise upfront except that we will be transparent and diligent in our appraisal, or bring any pre-defined solution but will develop an approach that is tailored for the circumstances found in the organization and according to the most appropriate resources and budget.Previous assignments; • Facilitated organizational improvements and enhanced team behaviors by harnessing both people and workflow technology. • Engaged on product and market development which could not be satisfied with existing resources due to the full time day to day line of business. • Process and IT improvements within a manufacturing facility.• Built a team up to provide long-term in-house support in Lean Six Sigma practices and workflow platforms.• Coached and influenced both associates and C-Suite executives to establish fully accountable process ownership, IT roadmaps and Strategically aligned KPI’s using the Hoshin Kanri principles.

Head of IT, Business Process Managment and Quality

• Sep 2017 - Apr 2019

Head of Business Transformation department, with accountability for IT systems and Quality Assurance and leadership of a team of Lean Six Sigma Process Improvement Consultants. My team consults a business unit of 480 staff with a vehicle portfolio of 150,000 units, delivering PBT to the group in 2018 of £70M, in an FCA regulated environment.• Restructured team and initiated new committees supported by reporting circles to deliver more robust projects, IT and Process governance.• Embedded a cultural shift towards Process Ownership and Performance Measurement using Lean Six Sigma training and awareness programs, engaging all staff to collaborate with the mission to map all processes and define new innovations within the business.• Progressing a full business process mapping initiative covering 240 process maps implementing Internal controls to mitigate risk and ensure FCA compliance.• Worked at board level to identify the AL-UK strategy and define key targeting KPIs aligned with strategic priorities across the business.• Advocating the needs of the AL-UK business from an IT and Project funding lens with HQ in Munich in the context of Brexit and Post-Diesel causing severe budget and resource constraints.• Pan European Collaboration to maximise innovation and IT across all markets to increase Group efficiency. • Management of Agile Software Development team and 3rd party IT suppliers to develop core platforms for both direct web commerce and indirect broker sales.

Head of Business Process Management

• Mar 2016 - Jul 2017

Taking on a new role focused on a broad business improvement remit in a fast growing and increasingly complex business. Responsible for the core business processes and the Microsoft Ax ERP platform and ensuring that both are developed to drive competitiveness and industry leading customer service levels. Leading organisation-wide teams delivering continuous optimisation of the NWF business, challenging and adapting business and manufacturing processes by using data analysis, modelling and measurement. • Challenging existing ways of working and encouraging more rigorous job controls.• Implemented process improvements and KPI reporting in Ax to enable the operations and logistics teams to better tackle raw material wastage.• Working with Board level sponsors to recognise for the first time a company wide value chain and supporting process hierarchy. Thus enabling functions to work together and design/redesign processes and workflows that maximise efficiency, utilise new system functionality and deliver enhanced ways of working.• Leading effective change management sessions and business process workshops to develop functional business requirements and business cases based on sustainable ROI.• Identifying and removing technical and cultural barriers to process-focused product development.• Instilling and supporting a culture of collaboration across Factory shifts and central functions and enabling standard ways of working across multiple pack houses.

Director

• Sep 2009 - Feb 2016

Home Design and Automation Consultancy and Light Fitting and control system Supply and Installation.We offer lighting and Interior design services as well as lighting control systems, SAVANT and LUTRON home automation and AV systems and light fittings supply to homes, architects, property developers, builders, electricians, and interior designers.We incorporated Nude Designs LLP in 2009, growing the business from start-up to a turnover of just under £1M, employing 8 staff and subcontracting to a further 7 contractors. The most important attributes I have brought to this role have been strategic planning, direct sales, stakeholder management and financial control. I also learned that sustainability and constant innovation is key to; marketing, PR, IT systems, effective KPI reporting, process design, communications and business development. Key achievements;• Retaining a margin of 45% as a minimum• Growing turnover in the region of 250% per year• Business restructuring and efficiency savings to reduce overheads year on year• Balancing turnover with profitability by focusing the business on margin• Business Process Engineering and organizational design from scratch• IT Systems specification, design and support within budgetary constraints• Financial controls and reporting in a dynamic environment• FMCG Stock management• Supplier liaison and returns management• Staff management and motivation in small focused teams• Competitive analysis, market assessment and product development• Conflict resolution, Legal process and negotiation• Customer liaison, sales presentations and B2B

Partner

• Feb 2009 - 2012

Freelance Assignments completed 2008-2010 - Icebreaker Interim ExecutivePerformance and Change Management• Preparing an organizational and performance development proposal for an NGO in South Africa, delivering assistance in professionalizing the management structure. (TAC)• Developing a competency and performance measurement framework for GSK IT staff. Forming a psychological contract between the Site Managers and the Regional Directors for the first time. (GSK)Strategic Planning and Change• Creating a Strategic Plan to grow the Goldsmiths’ Annual Fair into a permanent retail opportunity. (Worshipful Company of Goldsmiths).Process Engineering, Innovation and Problem Solving• Initiating a Green Light and 3rd Party Milestone Delivery Process re-engineering and change management project for a video games developer and publisher (Code Masters).Strategic Service Management and Design• Enhancing IT Strategy and proposing improvements for a growing Document and Self Storage enterprise. (Kelly’s)Supply Chain and Inventory Management• Strategic review of High Value Inventory Management Best Practice for Energy Generation Utility (Centrica)• Bar Code Inventory management proposal for asset tracking in home styling business (Freeman Show Homes)

2008 Executive Full Time MBA

• Jan 2008 - Jan 2009

Regional IT Director, Global Manufacturing and Supply

• Apr 2006 - Dec 2007

Responsible for driving Supply Chain and IT strategy, Service/Risk/Programme management, and line management for 19 of the most challenging manufacturing sites across Europe, Africa and the Middle East (19 reports, 150 staff). Membership on several Boards to oversee the strategic provision of services and Risk Management for the entire manufacturing network. Championing process improvement projects by training staff and promoting the use of ‘Lean Sigma’ techniques, whilst innovating new collaborative ways of working across multiple time zones and regions. Key achievements; Capability Development, Value Creation, Service Assurance and cost control. I resigned from this role in order to study full time for my MBA in 2008.

Supply Chain Systems Advocate

• Jan 2005 - Apr 2006

Provision of Supply Chain Management and ERP services to the commercial FMCG business, including the development of an integrated forecasting, customer management and trade investment system using a Global SAP Service Centre Template design (part of Forecasting Process template team). Total savings amounted to £9million (£5.02M P&L, £4M Working Capital). Global Stock Availability increased from 98.75% to 99.95%, whilst finished goods safety stock cover reduced by 1 week. Finished Goods write-offs decreased whilst lean/agile management achieved workload reductions.

Knowledge & Development Manager - Global Logistics

• 2003 - 2005

IT International Deployment Consultant

• 1999 - 2003

Senior Business Analyst

• 1997 - 1999

Deploying Forecasting, Demand Resources Planning, ERP and Financial systems globally, supported by new software. Sun Systems, JD Edwards, Manugistics, Software Answers.Innovating ERP solutions across Africa, Asia Pacific, and Latin America that enabled group reporting and consolidation,