Promoted to Executive role reporting to the Chief Commercial Officer with a remit to re-energise the Parcelforce team and lead on the business’ strategy. Full P&L accountability. Accountable for the business’ transformation plan including deployment of complex programmes.- Safety culture transformation leading to 21% reduction in accidents in year one and 13% reduction in year two- Root and branch restructure of the management team to build a different leadership culture centred around trust, people investment and positive energy- Led the business through intense negotiations with the Worker’s Union over 2022-2023 developing extreme resilience and unique leadership insights - Development and management of £50m cost reduction programme- Built productive relationships with all stakeholders including the Plc Board, Executive Board, Unions, customers, suppliers and employees- Discovered passion for Diversity, Equity and Inclusion whilst completing my MBA. Established and sponsored the Women and Allies network in Parcelforce Worldwide. Improved female Manager Trust and Engagement from being 8% below male counterparts to 5% above.

Culmination of leadership development plan since Head of CI role initially, with responsibility for budget of £220m leading 3,500 employees across Distribution, Collections, Processing and Delivery functions expanded following a restructure to budget of £415m and leading 6,800 employees.- Top 10% in performance league tables in both years in the role- Significant operational leadership role through which I majored on people development, talent, succession, engagement and building a high performing team.

- Safety culture turnaround including implementing 5S in the Plant, embedding legal compliance and Near Miss reporting as a platform for Health, Safety and Wellbeing. 30% reduction in accidents year on year for two-years in succession- Quality performance improvement from high impacting nationally to best in class- Achievement of productivity budgets

- Reshaped Senior Leadership Team strategy to drive and maintain KPI progress- Line Management responsibility for Collections, Engineering and Continuous Improvement

- Deployment of outstanding transformation programme changes in the Bristol area. 100% deployed through close working with Union representatives and operational stakeholders- Established governance structure in newly formed Delivery Directorate including daily, weekly, monthly performance management, functional Business Partner interfaces and Managerial Engagement Strategy

Commencement of leadership development plan having secured sponsorship from a senior Operations Director

- Set and execute the strategy to expand CI and embed approach as the way of working in Royal Mail- Managed Knowledge Management including the Auditor Training Programme and Good Practice diffusion- International interface as the point of contact for other companies applying the same CI framework - Developed and deployed Academy framework to support CI Education and Training needs for all levels of the organisational hierarchy

- Responsible for the expansion of CI throughout the Royal Mail Logistics operation including its Regional Distribution Centres, Vehicle Operating Centres, Fleet Maintenance Service Centres and Manual Data Entry Centres.

- Promotion to highest senior management grade less than two years after joining the business as a graduate- Custodian of the function’s business plan, specifically the formulation of a robust and achievable set of plans to deliver a £26m cost reduction over three-years- Responsibility for a £77m operational budget- Customer lead- Owned and nurtured external customer relationships.

- Exited the Royal Mail graduate scheme having secured this Senior Management role within a year of joining the business- A hugely diverse and stimulating role proving experience in costing and pricing, compliance and regulation, competition, pre and post-contract negotiations, legal aspects, TUPE, the customer, tender support, management and personal development of a team, and liaising with Operations and Sales as well as consultants and directly with external customers- Communicated effectively with external Customers to tailor solutions and seal contract wins. - National role covering a multi-site network of 14 units

- Project role to widen my stakeholder management, networking and relationship building experience- Delivered business strategy to remove Special Delivery from Post Office Limited fleet and transfer this work to Network, realising a £20m cost reduction (inter-business saving).

- Performance Improvement Project leading to the closure of the functions’ central “switching” hub- Shift Management and Unit Management