Experience

oneworld Alliance

• United States
• Airlines and Aviation
• 1 - 100 Employee

• Chief Transformation Officer

  • Apr 2019 - Present

  Reporting to the CEO, accountable for driving transformation agenda across the oneworld alliance ecosystem. Developing high quality business strategies and architecting their execution. To spot and realise opportunities to drive incremental revenue, cost synergies and enhance the customer offering. Responsible for the Digital & IT, Commercial, Customer Experience and Member Airlines services functions of the Alliance

• Non Executive Director

  • 2016 - Apr 2019

  Served as a Non-Executive Director on the Board of the oneworld airline alliance. Provided independent oversight and constructive challenge to the executive directors of the organisation to support achieving the collective mission statement. Primary areas of oversight: Strategy and Business planning; Budget Managed: $75m; Digital Infrastructure, New membership category & funding models devised



British Airways

• United Kingdom
• Airlines and Aviation
• 700 & Above Employee

• Head of Alliances

  • 2016 - Apr 2019

  Airline Joint Businesses and consolidation have become a key driver to airline profitability. BA and IAG were at the forefront of this industry shift. During my tenure, 43% of BA’s revenue (£5.1bn) was associated to Joint Businesses (JBs)My principal accountabilities for this role were to: -● Define and negotiate the commercial scope of prospective Joint Businesses ● Manage the steady state of pre-existing Joint Businesses ● Identify, negotiate and implement airline partnerships in “white space” geographies● Strengthen and ensure an appropriate value share across BA’s incumbent airline partners and Franchisees Show less

• GM Alliances & Franchise Development

  • 2015 - 2016

  Reporting to the Head of Alliances, my principal accountabilities for this role were to: -● Define and negotiated the commercial scope of prospective Joint Ventures ● Manage and develop BA’s airline franchises (Based in Denmark and South Africa); overseeing their business planning, commercial and operational performance and ensuring compliance with the BA brand values

• Head of Commercial Programmes

  • 2013 - 2015

  Architected and created a new function reporting to the Chief Commercial Officer to lead the delivery of IAG’s largest commercial transformational programmes.

• Integration Programme Head BA / bmi Merger

  • 2011 - 2013

  Programme Head for the integration (into BA) and shutdown of bmi. Scale of the challenge : Largest merger and integration in UK Aviation history; circa £150m loss in 2011; 2676 bmi employees ; 1000 supplier contracts; 200 properties; 200 systems; operated in 34 destinations Worldwide.

• Programme Manager - Strategy & Business Units

  • Jul 2008 - Apr 2011

  Managed the implementation and launch of the trilateral Joint Business Agreement with American Airlines and Iberia. This was the largest transformational programme (at the time) in BA since the implementation of Terminal 5. Scale of challenge: $8bn Revenue across 3 companies, operating in 106 countries, Revenue Share Agreement negotiation, 100m Frequent Flyer Passengers, >200 projects to launch, 50 work streams co-ordinated across three companies.

• Manager, Strategic Partner Programmes

  • 2010 - 2011

  Lead the delivery of programmes that sought to form joint ventures / businesses or ongoing deeper synergies to enable the strategic goals of BA’s partner strategy. Examples of successful deliveries: BA / Japan Airlines Siberian Joint Business

• Corporate Programme Director

  • 2008 - 2010

  Led and managed the implementation and launch of the trilateral Joint Business between British Airways, American Airlines and Iberia. This was the largest transformational programme (at the time) in BA since the launch of Terminal 5. Scale of challenge: $11bn Revenue across 3 companies, operating in 106 countries, Revenue Share Agreement negotiation, 100m Frequent Flyer Passengers, >200 projects to launch, 50 work streams co-ordinated across three enterprises.

• IT Design Authority

  • 2006 - 2008

  I was appointed into this role after the August ’06 UK terror scare. It was envisaged the pace of global legislation changes impacting airlines was going to accelerate. My headline achievements as Design Authority were: -● Managing a complex portfolio of change projects to ensure compliance to a multitude of Government regulations (Both UK and Globally)● Engaged early and influenced both UK and overseas Government Agencies ensuring BA’s interests continued to be voiced and heard.● Exploited existing technology, implemented new IT developments or drove business change to enable BA to achieve compliance against Legislation ● Ensured compliance was achieved in the most cost-efficient manner, whilst not compromising the BA customer proposition ● Led a team of Business Analysts, Project Managers and Area Architects as well as managing vendors throughout the IT lifecycle Show less

• IT Design Manager

  • 2004 - 2006

  Played a lead Business and Technological change role on the award winning £50m per annum Employee Self Service (ESS) Programme. This programme of initiatives sought to reduce cost and headcount by replacement of manual legacy processes with technology and business change● Identified opportunities, influenced and enabled BA’s Directorates to leverage and exploit IT technologies to drive efficiencies and remove wasteful manual processes – generating £50m annual recurring incremental benefits● Led a team of Business Analysts, Area Architects and Technical Consultants to shape visions and ideas into tangible designs and develop solutions ● Conducted Technology and Supplier evaluations to drive the business change initiatives, negotiated on pricing and contracts with several blue chip and independent software vendors, managed 3rd Party Suppliers throughout the IT lifecycle ● Worked closely with Senior Business and IT stakeholders to get the optimum benefits from any business or technical solution● Managed a portfolio of projects through the IT lifecycle ensuring compliance with the original design principles and IT strategy.● Initiated a reporting framework that enabled ongoing tracking of benefits (£50m Per Annum) Show less

• Senior Business Analyst / Technical Architect

  • 2000 - 2004

  Performed the role of the lead Business Analyst on a multitude of projects in multiple Directorates across British Airways. Key responsibilities included: Problem statement definition; Eliciting, prioritising and documenting business requirements; Vendor management throughout the IT lifecycle; Influencing and formulating the “customer’s” IT strategy; defining end-state solutions (either through technological deployments or process re-engineering); championing the necessary business change to implement solutions Show less

• Business Analyst Graduate Scheme

  • Sep 1998 - 2000