I lead a team driving successful business outcomes on large scale, cross-functional programmes that are underpinned by technology. I act as a partner to all functions and business units in Boots UK/Ireland, No7 Beauty Company and Boots Opticians, representing the business needs within these technology transformation projects. My portfolio of programmes currently includes the enterprise transition to SAP S/4HANA, implementation of Stibo systems master data management for products in our digital and retail channels and development of a portal using the Liferay platform to manage our supplier interactions.

In early 2022 Rolls-Royce initiated a group-wide greenfield business transformation, underpinned by SAP S/4 HANA. I worked with the Group Transformation Director and CIO to develop the case for change and took the lead in preparing the business scope and design principles. I built a mobilisation team to select and appoint our strategic transformation partner and developed numerous readiness artefacts. Following a board decision to defer the programme, I agreed an exit at end December 2022.

I was asked by the Group CFO and the Civil Aerospace CFO to lead a new programme to overhaul the efficiency and effectiveness of Business Processes and Systems across the Civil Aerospace division. In this role I led a cross-functional team to establish a Digital centre of competence, extended the SAP business warehouse to provide one version of the truth for capital investments, cashflow and productivity KPIs and simplified core processes such as product costing and inventory management, enabled by changes to SAP ECC6 and integrated enterprise applications. The programme has now handed over a series of continuous improvements to the Digital centre of competence and business teams to deliver.

I joined Rolls-Royce to take a lead role in the transformation of the global Finance Function. I was accountable for building and leading a team to develop the transformation roadmap and for the design of the integrated Finance Transformation solution. In order to ensure we met our transformation goals, I developed a value map linking scope to business outcomes and built a target operating model and an information model showing the data and metrics needed to manage the performance and control of the business. Successful deployments included a value-based scenario modelling tool built on Oracle Cloud Enterprise Performance Management, cost management dashboards built in SAP BW, Blackline balance sheet reconciliation and journal capabilities introduced to improve the control environment. The core of the programme was the introduction of the SAP ECC6 NewGL module and transformation of SAP data structures which allowed us to fundamentally redesign the end-to-end Record to Report processes.

Accountable for portfolio management and delivery of Enterprise Connectivity Products & Solutions from concept to market launch; orchestrating across functions including product management and architecture, commercial, marketing, regulatory, IT, networks, security and local markets. I lead a team of 70 staff in multiple locations to deliver a portfolio of over 100 product developments annually with a >€65m capex budget.Key achievements are implementation of an Agile NPD methodology for mobility products which has improved time to market by 30% and development of a hybrid agile model for our Software Defined Network programme. I also applied the Scaled Agile Framework (SAFe 4.5) at portfolio level to improve prioritisation and throughput across the Connectivity Practice.

Established a new team with a remit to produce and maintain the consolidated product roadmap for all products within the Connectivity portfolio. In this role I developed a set of portfolio controls and KPIs, set up offshore PMO and technical authoring teams and implemented a number of customer experience improvement initiatives for the product management community such as “back to the floor/back to the customer” to improve the product lifecycle process. In March 2016 I took on additional accountability for end-to-end product delivery.

I moved from Vodafone UK to Vodafone Group when a new global transformation function was set up to transform customer experience across all European consumer business units. The goal of my team was to translate the target customer experience, operational strategy and commercial plans into a business design to be enabled through the Oracle product stack which would enable Vodafone to become a world class service provider. I was the lead for the Analyse and Design phases and produced the following deliverables: • All customer facing activities mapped to the eTom business process framework• Customer and product models defined with technical capability, customer journeys and KPIs• Scope, approach and plan to turn the business models into functional requirements• Solution definition documents to be used by the delivery factory in 14 European local markets• Process ownership framework across Group and local market functions, sponsored at C level

I was asked by the Customer Operations Director to put together a customer-centric team to shape, design and deliver the transformation of Retail and Logistics processes and systems for Vodafone UK, with the objective of improving customer experience and operational effectiveness in the Retail channel and enabling Vodafone’s omnichannel vision. The team included staff from Customer Operations, Retail, Supply Chain, Finance and Technology and had a budget of £45m. The solution is now live in all 380 UK stores and has increased customer satisfaction with key improvements in capability such as click and collect, premium delivery and real-time visibility of orders and stock across all channels. In 2012 I was asked to take additional accountability for the UK’s Digital programme, with an annual budget of £25m. In this role I was accountable for ongoing Agile development of the My Vodafone mobile application, Vodafone eShop and web portal.

In this role I led the UK design and implementation of Vodafone Group's largest global business operations transformation programme "EVO"; the EVOlution of multi-country Finance, HR and Supply Chain processes to a common operating model, delivered through a single SAP platform and Shared Service Centre. I managed the UK team of 100+ project team members and business SMEs. The UK business was the first to move to a new Shared Service Centre in India and I partnered with the offshore Operations Director to successfully launch this.

Following successful delivery of a KPMG engagement for Vodafone, I was asked to set up a Finance Transformation team with a remit to improve Finance support of Vodafone UK’s strategy, such as changing processes to speed up new product launches and providing real-time reporting to enable fast and effective decision making. Key achievements were moving from calendar to anniversary billing, reducing month end close by 3 days and improving capability and adoption of the enterprise data warehouse.I also led the programme responsible for delivering UK Technology’s Sarbanes Oxley compliance. I managed a virtual team of 70 staff and consultants in the design and testing of key technology controls. Critical to success was my ability to work with the business to remediate ineffective controls and change underlying behaviour.

I carried out a wide range of engagements and managed client service relationships for several FTSE100 clients. A sample of these is shown below:Carried out an end-to-end review of a global communications company to improve the performance of their recently implemented EMEA Shared Service Centre. I led the Order to Cash workstream and played a key role in presenting recommendations to US board members. The client made very positive comments about my contribution in the annual KPMG client satisfaction survey. I was the engagement lead for KPMG’s IT advisory services for a leading electronics retailer. Key engagements include post-implementation review of their store systems refresh programme, fit-gap of a newly acquired business telecoms division and review of own-brand supply chain processes. Following excellent feedback from the director, she was asked to conduct a review of their Hong Kong function which led to an overhaul of their supply chain operations.Development of a project assurance model for a major UK retail group. The project involved a significant amount of change supported by the implementation of SAP. Following successful application of this model, I used the approach at another retail client on their Europe wide stock management and store system replacement programme.I was the SMS workstream lead for a review of revenue assurance processes and system controls for a major mobile telecommunications network operator. The work focused on mapping systems and processes to a very low level of detail to identify potential revenue gaps and ensure that the company complied with OFTEL standards.

I began my career as a consultant by participating in several system selection and implementation engagements covering financial, warehousing and CRM systems. I used KPMG’s Business Systems Acquisition methodology to assist clients in defining requirements, identifying and evaluating suppliers, leading to the selection of an appropriate solution. Key engagements during this time include: Process maturity review of a re-insurance company. I assisted a senior partner to carry out an assessment of their operational processes and benchmarked them using the industry standard CMM methodology. I also carried out interviews with the senior leadership team and provided recommendations to improve process effectiveness needed to meet their strategic goals. These were built into their business plans.Value for money review for a major professional services firm; the client needed to take 20% out of their operating costs. I led the IT and Knowledge Management streams. Using an activity based costing methodology, the review identified significant opportunities to reduce costs and improve organisational effectiveness.I also worked on a number of internal and external audits and participated in due diligence engagements in support of KPMG’s M&A team.

Led a newly created UK-wide team set up to act as consultants within KPMG’s IT function to “ensure that ICT services and processes are optimal”. I achieved this by identifying performance improvement opportunities, modelling and costing them, managing their implementation and monitoring effectiveness.I successfully completed a number of large projects while in this role:Selected from IT Managers in the UK, Germany, Netherlands and France to lead the benefits realisation track on KPMG’s European ICT integration initiative resulting in a IT strategy refresh presented to and approved by the firm’s EMEA board.Implemented a change programme to build and manage a UK-wide training team from 22 multi-disciplinary staff across 8 locations.Development of a customer management model and service level agreements for the European outsourcing of the firm’s helpdesk and application development functions.Managed the UK’s desktop refresh programme for 11,000 staff and managed the benefits realisation workstream of the firm’s knowledge management implementation.

New role created to establish an IT training service for KPMG’s 1,000 Birmingham-based staff. My main task was to work with the business to develop a set of IT competencies and a corresponding training programme. I was also selected to lead a team of analysts in implementing a new benefits realization initiative. The aim was to maximise the firm’s IT investment by bridging the gap between the technology available and its everyday use by the business. I achieved this by spending time on-site with client service teams to identify improvement opportunities, facilitating workshops to develop implementation plans and managing plans to completion.