£60m E2E digital transformation programme, national retailer - Data Architect:- Managing a workstream budget of £700k, managing the resource mix of the team to balance timely SME input whilst keeping within budget - Leading client workshops to capture key user journeys and user requirements to inform the design of the future state system architecture, designing how key Salesforce products (e.g. Marketing Cloud, Commerce Cloud) will transform business operations and CX- Defined six transition and data migration states to ensure feature development and data migration is prioritised and phased appropriately- Mapping of conceptual and logical data flows between applications in the target state£200m data platform implementation, Central Government department - Business Architect:- Led multidisciplinary workstream to design the Target Operating Model (TOM) required to deliver a data platform to conduct government approved research. Defined the users, channels, services and underpinning business capabilities for the data platform to successfully deliver its business case- Created to-be user journeys and service blueprints, defining the vision for how the service will run to meet the needs of various user groups and identifying key interactions/dependencies between teams- Designed the conceptual architecture for the data platform, mapping the technology current state to the TOM£9m digital transformation programme within large NHS Foundation Trust - Data & Tech Workstream Lead:- Managed £3m workstream budget and multidisciplinary team of 11 Tech, Ops and Change SMEs- Worked directly with the client’s CIO and Tech leadership team to define digital strategy and technology roadmap to deliver future state enterprise architecture- Conducted technology estate gap analysis to produce recommendations to support the CIO to understand where procured technology did not provide the functionality to support the desired patient experience

- Defined and delivered the vision, strategy and roadmap for six SaaS and on-prem occupancy and facilities management products which were integral to GSK’s real estate optimisation strategy- Played conduit role in cross-functional Agile product team to ensure customer personas and business user and stakeholder needs were captured to refine and validate product backlogs and roadmaps- Line-managed a team of three offshore, third-party developer resources ensuring feature development, testing and releasing was delivered on time and on budget- Led the cloud migration, database cloning, separation and integration of two tech products as part of GSK’s Consumer Healthcare (Haleon) separation, managing third-party vendor relationship- Delivered the ‘SmartWork 4.0’ Tech stack (leading edge office management software) in three new flagship US offices (combined user base of 2400), managing the integration of several SaaS applications with site security systems by leveraging APIs and middleware software- Defined the post-COVID return-to-work real estate tech strategy for 10 of GSK’s largest sites

- Project Manager allocated to strategic tech projects and initiatives. Partnered with the Data and Analytics Accelerator and Skills Transformation teams to deliver value as part of GSK’s Tech Transformation, leveraging the strong relationship with the Chief of Staff to GSK’s Chief Digital & Technology officer (CDTO)- Partnered with the CDTO’s Chief of Staff, most notably project managing the revision of Tech’s ‘Enterprise Incident Management Plan’ to incorporate external legal counsel feedback, developing my understanding of Governance, Quality, Risk and Compliance- Expanded Data and Analytics capability by analysing learning and development resource engagement data to extract meaningful insights and formulate proposals for greater impact- Applied Design Thinking principles to redesign and iterate on the UX and UI for the ‘GSK Data Academy’ and learning hubs to accommodate for the development needs of GSK Tech employees

Accountable for driving the GSK Alliance Partnership Programme, managing relationships with GSK’s 10 Tech Alliance Partners (Google, Microsoft, Cisco, SAP, Veeva, Accenture, Cognizant, Tech Mahindra, TCS, Wipro) to deliver on strategic priorities. Gained exposure to the cloud strategies of the Strategic Partners (including Azure, GCP), observing how they approached business development and account management.Key responsibilities and achievements:- Through the account management of GSK’s 10 Alliance Partners, established and strengthened trusted relationships to deliver on strategic pillars (Trust, Transparency, Co-investment)- Custodian of financial, performance and experiment data underpinning each of GSK’s 10 Alliance Partnerships, honing data analytics skill set to identify insights to aid strategic decision making- Led ‘Strategic Partner + Covid-19’ response initiative, managing matrix of internal and external strategic partner stakeholders of varying seniority- Defined personal and team Objectives and Key Results (OKRs) and established a process to collect and analyse qualitative and quantitative performance data to assess each strategic partner- Applied Agile, Scrum and Design Thinking knowledge to drive value creation through innovation

Relationship owner for five European contract manufacturers within GSK’s External Supply network, leading negotiations, contracting, driving savings, and working internally across functions (Supply, Quality, Technical) to add value through continuous improvement and process improvement activities. Key responsibilities and achievements:- Led the negotiation strategy to secure a five year £200k YoY cost of goods reduction across strategic SKUs for one of GSK’s biggest European contract manufacturers- Leveraged stakeholder management and interpersonal skills to deliver the category team strategy- Established the governance and project managed the transfer of two products from GSK’s internal network to two contract manufacturers- Developed business and financial acumen through being embedded into quarterly and annual financial budgeting processes

My work as GSK Brand Ambassador at Loughborough University involved giving several presentations to audiences of up to 200 people, leading an assessment centre skills session for younger students and running a promotional campaign to raise awareness of opportunities to students at GSK.

Responsible for the purchasing and scheduling of packaging components essential to production. The role highlighted the importance and benefits to trusting, transparent relationships between a buyer and supplier; experience I continue to apply within the Tech space.Key responsibilities and achievements:- Optimised the inventory management process of all packaging components delivered on site to ensure continuity of supply to the packaging lines, minimising waste- Implementation and refinement of Vendor Managed Inventory (VMI) system, driving savings of £80k in four months- Rebuilt relationship between planning office and warehouse team, resulting in a reduction in warehouse release delays and a subsequent reduction in production delays- Supported the negotiations of new pricing and commercial terms with paper packaging supplier

I thoroughly enjoyed being part of the King’s Waitering Team and feel as if my role refined my attention to detail. I was trusted to waiter at the most prestigious events in which following a detailed protocol was imperative.

Working as a Branch Consultant for a Healthcare provider pushed me out of my comfort zone and as a result significantly developed my confidence when talking to commercial professionals. My main role was to coordinate the company’s Healthcare workforce to fill vacancies from our Healthcare provider clientele.