Responsible for company-wide operational budgeting, P&L management and asset utilisation across 11 ports in UK and Europe, driving cost and operational efficiency, supporting revenue growth and enriched customer experience while maintaining regulatory compliance.Custodian of the operational strategy, delivery roadmap and Capital budgets to execute on these plans. Sponsorship and oversight of key projects and change initiatives and company SME on customs and border control.

Driving the operational performance of the business internationally and leading technology developments in core systems and data analytics to instil a high-performance culture that is comfortable with transparency and data insight to underpin continuous improvement and informed decision making. Responsible for capacity management, scheduling and manning levels across all routes, re-baselining the business to meet market demand and setting up for growth in 2023 and beyond.

Leader of P&O’s operational transformation programme tasked with simplifying and automating processes and procedures globally, supported by new system implementation and replacement.Led the development and implementation of the P&O/DFDS code share arrangement on the Dover-Calais route.

P&O Brexit lead across six jurisdictions (GB, NI, RoI, Fr, BE, NL) working with Governments, Authorities and partners to establish requirements and build a Capex programme of £10m+ to deliver a new border operating model.Delivery of holistic solution across P&O to facilitate supply chain data exchange and smooth traffic flow at borders. Strategic Advisor to UK Govt on customs and border control matters; Chamber of Shipping committee member.

Engagement leader within PwC's consulting arm; helping clients to drive their businesses more effectively day to day. Acting as an Operations or Programme Director, I specialised in leading and delivering organisation-wide operational transformation; embedding a high performing, continuously improving culture.

A senior member of BT’s internal management consultancy delivering transformational change by improving efficiency and effectiveness in process, people, technology and infrastructure to maximise long term cash generation and enable re-investment back into growth areas such as BT TV and BT Sport. Portfolio Director for cost transformation programmes within BT Global Services; telecoms suppliers to multinationals, domestic businesses and government organisations. Led a programme portfolio of operational transformations that delivered £350m of cost savings to the £6billion cost base in FY14/15. Programme Director for all transformation within the BT Ireland P&L, delivered €17.6m of cost savings in FY14/15 through operational restructuring, headcount reduction, contractual renegotiation and process redesign.

Implemented and embedded the practise of project and programme management to global offices, providing clear financial oversight and transparency for the executive team, facilitating consensus on investment decisions and providing predictable delivery. Led company wide change management, post acquisition company integration and directed the end-to-end delivery of the product, service and technology portfolio.Established, recruited and mentored a central programme management team of 12 to drive delivery and analysis of products, services and infrastructure to align the business objectives of Inmarsat and our customers across the media, maritime, aviation, m2m, defence, government and energy sectors.Responsible for the end-to-end delivery of products, services and infrastructure across all markets from business case composition and approval through design and development and ultimately global launch. Designed and implemented the company business case approval and project lifecycle stage gate process following the acquisition of 4 international businesses across wholesale, retail, engineering and IT, providing a single route to progress ideas with formalised templates across the business.Directed and reported to Exec on the corporate delivery portfolio amounting to $700million of Capex annually.

Business Unit lead with full P+L responsibility leading a multi-disciplinary team in the delivery of publicly funded research, technology and product development projects, as well as privately funded commercial R+D projects.Responsible for delivering £4m of annual revenue (through billing, sales and ip generation), line management of my internal and near shore teams and the commercial management of over 30 projects with total budgets exceeding €50 million.Business development, contractual negotiation, account management and client representation at the likes of the European Commission, UK Government and Carbon Trust were key responsibilities of my daily work.

Accountable for the delivery of a portfolio of multi-million (€1-12million) EC funded product/technology development projects across; mechanical and manufacturing engineering, healthcare, security systems, logistics and renewable energies. Leadership of multi-disciplinary teams to deliver new products to market within budget and on schedule.

Technical consultant at Loughborough Sports Technology Institute working on contracted R+D projects for adidas, Slazenger, Callaway Golf and Katzkeepers.