Experience

BlueLight Commercial

• United Kingdom
• Public Safety
• 1 - 100 Employee

• Chief Executive Officer

  • May 2020 - Present



Avanzate Limited

• Cardiff, UK

• Managing Director

  • Sep 2018 - May 2020

  Provides expert advise and delivers projects in a diverse range of areas; such as Operational Excellence, Change Management and Transformation, Procurement, Engineering and Technical in a wide range of sectors such as automotive, aerospace, steel, energy, chemicals and universities. Delivered strategic review projects; such as diversification strategy for additive manufacturing which evaluated new technologies and developed relevant trial programmes. Provided advise on REF impact assessments with particular focus on energy; low carbon emissions, HV systems, renewables and environmental impact. Has provided consultancy services in performance improvement and procurement processes, setting up of governance and organisations for technology driven programmes such as zero carbon emissions. Interim assignments undertaken in roles such as CPO,COO,MD, CEO, Transformation. Lianne has been trained by IoD on NED and has would consider opportunities for NED positions.



Tata Steel

• India
• Mining
• 700 & Above Employee

• Chief Procurement Officer

  • Jan 2014 - Aug 2018

  Reporting to CEO of TSE; a £7bn turnover company employing over 20000 people, with 10.6mt crude steel production . In this role I was responsible for all procurement and contract management across all of the sites in all geographies; including scrap, energy and utility buying, facility management, revenue from by-products (which included development of new markets and technologies) and capital projects involving £2.7bN spend and £200m revenue. Whilst in this role I was a member of the Senior Leadership team for TSE, and a member of the UK management team (MT) and was accountable for the procurement part of the Transformation plan for UK and IJmuiden Successfully negotiated continuity of supply in an extremely complex and sensitive environment, including legal, government and high-level stakeholder bodies. A member of risk committee for Tata Steel, and worked with CFO and treasury on credit insurance Procured capital projects including energy efficiency projects circa £1bn spend over 5 years and operational capital £0.5bn per annum, achieving 20% mitigation on original engineering capital budget estimates. Developed a journey to procurement excellence programme, (with direct reports of 320 across 20 countries), including people capability competency, organisational design, IT improvements including PTP, invoicing, e-sourcing, to improve customer satisfaction. Bottom line improvements were delivered of circa 10–20 % in the targeted areas of total spend.



Tata Steel UK

• United Kingdom
• Mining
• 700 & Above Employee

• Managing Director, Speciality Steels

  • Nov 2015 - May 2017

  Responsible for a £250m turnover energy intensive business which, after the oil and gas market collapsed, was making losses. The business employed 2000 people and had global customers in US, Asia and EU. Whilst in the role refocussed the business strategy in aerospace, oil and gas, industrial engineering and narrow strip speciality sectors and developed and delivered a turnaround plan. Developed a cultural change programme focussing on customer centricity. Worked extensively with local governments, BEIS, technology providers and customers such as Rolls Royce to build new technologies, products and research programmes; such as powder metallurgy CASCADE programme. Engaged with local, regional and central government and other stakeholders around the socioeconomic of the business to the supply chain, economy, and employment for support to the ongoing continuity of the business. Merger and Acquisition Sale process for the business completed May 2017.



Tata Steel UK

• United Kingdom
• Mining
• 700 & Above Employee

• Director Business Excellence Tata Steel Europe

  • Oct 2010 - Jan 2014

  Reporting to the CEO and advising the executive team; developed a single strategy development and deployment process called OGSM that ultimately became the “single standard” for TSE across 26 different businesses across 80 legal entities. This standard has subsequently been adopted by the companies the business sold, eg Speciality Steels and some of the other companies in the Tata group. OGSM delivered £1.2bn of benefits through improvements over a 3-year period, which were tracked financially and audited independently by PwC. Created an organisation across all locations with international reach ensuring that lean, Six Sigma, customer value programmes and skills talent and development of organisational capability were in place. Programmes typically delivered 10% benefits and covered all disciplines and supply chain activities. Developed with the strategy function the business scorecard and its deployment and the processes to achieve linkage to vision, mission and company strategic objectives. Led quality assurance function and achieved automotive accreditation TS/ISO 9001 standards in additions for running the introduction of new and existing standards platform for the company.



Corus

• United Kingdom
• Mining
• 500 - 600 Employee

• Director of Business Improvement and Business Excellence

  • Jan 2005 - Sep 2010