Throughout my time in Food Strategy, I discovered a strong passion for empowering colleagues and enhancing their ability to operate effectively within Asda, and putting colleagues at the heart of the change through user-centric design. This led me to transition to the Operating Model programme, where I could deepen my expertise in People & HR transformation, process design, accountabilities, role definitions, and the structuring of capabilities and teams at an enterprise level.As a Senior Manager in Operating Model Transformation, I played a key role in driving Asda's change vision by shaping the evolution of organisational design, ways of working, roles and accountabilities. Throughout this process, I discovered my passion for bridging People and Strategy, leveraging strategic change architecture and user-centric design to create impactful transformation. My focus was on ensuring seamless organisational alignment, empowering teams, and fostering a culture of continuous improvement.Key Achievements:• Phase 1 Redesign of Food & Own Brand operating model, organisational design, process, KPIs and capability to drive efficiencies and effectiveness• Phase 2 redesign of total Home Office to drive a multi-million cost reduction, improve agility, and simplify accountabilities• Redesign of core leadership business roles and processes across Strategy, Customer and Commercial including across Corporate Strategy & Planning, Ranging, Trade Planning, Category Management, Product Development and Sourcing• Delivery of functional change, communication and implementation across 800 colleague Commercial function• Leadership coaching across Operating Model and Organisational Design activities and capabilities

As a Senior Manager in Food Strategy & Transformation, I partnered with the Chief Commercial Officer of Food to lead the design and execution of key Food and Own Brand Transformation initiatives. Working closely with the Food leadership team, I played a pivotal role in aligning these programmes with Asda's broader change agenda, driving strategic improvements under new ownership. My focus was on delivering impactful transformation and supporting the company’s long-term vision for growth and innovation in the food sector.Key achievements:• Delivery of Executive board level plans and communication• Managed programme delivery of £200m Partners for Growth reset • Working with 3rd party consultants to bring cost and commodity initiatives to Asda for the first timeProgramme Management of Quality investment programme • Managed programme delivery of Category Management processes• Design of portfolio management approach for Food categories and brands• Delivery of new tools and capabilities to support Asda’s strategic ambitions• Delivery of 2023 business wide Strategy Conference event for Food

While I thoroughly enjoyed managing a specific category within Asda’s portfolio and operating with a business-owner mindset, I sought to broaden my expertise and take on a role that would enable me to support all categories in a more holistic way, and develop my enterprise strategy mindset. This led me to pursue the position of Commercial Strategy Manager, where I could further strengthen these capabilities.As a Commercial Strategy Manager, I led strategic initiatives within the Food & Non-Edible Grocery division, collaborating closely with Commercial leadership to define and execute the annual strategy for the Food business. My role involved driving key cross-functional programmes that impacted the entire food portfolio, often partnering with third-party consultancies to deliver actionable insights and drive business growthKey achievements:• Strategy development in line with corporate goals for total Asda Commercial function• Management of Range Reset working with third party consultancies, and day to day business lead of Range strategy delivering savings of ~£140m• Project management of several Food range changes• Day to day business lead of Category Roles & Portfolio Management approach• Redesign of the Joint Business Planning process and supplier plans to allow Asda to meet its strategic goals• HFSS program lead to review upcoming Department of Health legislation to fundamentally re-shape our Commercial buying and selling strategy mitigating £90m of impact• Workstream lead for promotional optimisation and innovation

In my role as Online Trading & Merchandising Manager for Baby and Kids at Asda, I led the George.com online growth across multiple categories including Nursery, Travel, Play, Feeding & Accessories, as well as Baby and Kids Bedding, Dining & Bath, and Indoor & Outdoor Toys.This multi-disciplinary leadership role involved full accountability for the online P&L, including fulfilment, category strategy, buying, ranging, stock management, pricing, trade planning, and event execution. I also led a team of content and online visual merchandisers, driving an insight-led customer experience across all categories. In addition, I collaborated with the marketing team to enhance product and brand awareness, contributing to the overall online growth strategy.Key achievements:• Increasing the size of the online business from £16m to £35m over 4 years• Delivered a business leading strategy to ensure trading is fit for the future• Over delivery of my final full year (2017) business profit plan by £1.2 million• Delivering final full year (2017) sales of +62% YOY for total Baby & Kids vs a plan of 16%• Delivering a final full year (2017) overperformance on 50/56 Joint Business Plans for branded suppliers• Improving availability by 18ppts whilst reducing inventory by 500k at retail• Leading the company’s biggest ever online Baby & Toy Events and negotiating market leading costs• Improving market share in my final full year (2017) by 100%+ in Travel, Nursery Textiles and Moses Baskets

My voluntary role at Sheffield Hallam University Business School includes student mentorship and supporting curriculum development. Other responsibilities include:• Biannual guest lecturer on the “Future of Innovation in Grocery Retail” at Sheffield Hallam University for undergraduate students on the Food Marketing & Finance courses• Program lead for Sheffield Hallam Finance & Food Marketing annual consultancy challenges

Initially joining Mamas & Papas as an Assistant Merchandiser, I supported the administration of the Travel department. After six months, I was promoted to Merchandiser, where I took on full responsibility for forecasting, sales, stock management, and allocation across the brand’s largest product category. I worked across multiple channels including UK Retail, UK Franchises (such as Shop Direct Group, Argos, and Boots), UK Independents, and International Franchises (including Al Tayer and Babies R Us).In addition, I played a key role in introducing and managing the performance of new brands alongside the Branded Buying team. I also contributed to the successful launch of Mamas & Papas’ US website and depots, supporting the company’s international expansion.Key achievements:• Managing the company’s largest WSSI, stock and sales category• Delivering Branded Travel to 167% growth • Launching the US website for Travel and Nursery• Managing the company’s largest own label suppliers• Launching new brands such as Bugaboo, Stokke and Dorel to Mamas & Papas