• Reporting to Director of Wholesale Business and member of Wholesale Leadership Team.Designed organisation and implemented new structure following the company restructuring combiningthe water distribution and sewerage teams. Delivery of the AMP5 capital programme of £150m per annum• Responding to Ofwat queries on PR14 Business Plan between draft and final determination• Responsible for developing and implementing the legal agreement with HS2 for the design stage agreement for the £100m diversion programme • Member of the senior team leading the efficiency plan to deliver a 20% reduction in costs over the AMP6 investment programme including productive efficiency, end to end review of our investment process and standards products • Established the delivery team and leading procurement strategy for the major investment programme on the EVA and Birmingham resilience projects (£365m)

• Reporting to the Director and led team of 90 with up to 10 direct reports plus supply chain• Member of Senior Leadership Team responsible for operating, maintaining and investing in water treatment and distribution assets. Accountable for annual investment programme of c£100m including resilience, mains renewal, requisitions and diversions of water distribution assets. • Following Mythe incident led the £30m investment strategy to provide resilience for Gloucestershire to protect against future flooding. • Lead contact for HS2 interface including feasibility design, estimates and legal agreements for incorporation into the Hybrid Bill currently working through the Parliamentary process • Developed and implemented asset assurance framework for major aqueducts (EVA/DVA), Including investment planning the £100m community risk programme• Accountable for key business risks associated with strategic assets. Developed strategy to maintain water supplies during planned outage, or emergency shutdown, of EVA resulting in £265m investment in AMP7. Regularly presenting to the PLC Board to keep them informed of plans and progress. Led external stakeholder engagement plan• Duty manager, leading operational response to incidents resulting in water supply/quality or problems• Jointly developed and implemented our approach to customer and community engagement whilst working to improve our assets• Consistently achieved engagement score of 90% in the annual company survey (comparative benchmark of 75% externally)• Led ‘Always On’ team. Industry initiative to reduce the average property supply interruption. Delivered reduction from 36 to 16 minutes over two years