I design & lead Lean transformation programmes in all service channels that achieve substantial efficiencies and great customer outcomes. I deliver service design, and problem-solving frameworks based on insight of needs, training in tools & analysis & embedding of systemic & automated solutions.· Aviva Group Mar 23 - Now: I have led on identifying & delivering against key opportunities in Motor Claims, optimised KPI tracking, built a process library around customer outcomes, & delivered major repair benefits (reduction of >20k waste calls). I led the Pricing Efficiency programme achieving a realised saving of £1.2m & quadrupling risk exposure monitoring, while reducing the resource requirement.· Direct Line Group Apr 19 –Dec 22: I led, designed and delivered a transformation of Motor Claims. Most critical decisions are now made at FNOL, improving the customer journey & staff engagement & reducing failure demand & cycle times.I led an initiative targeting the increasing variety of EV subscription fleets in the market, producing high-level proposals for automated process transformation & enhanced policy features.· Tunstall Healthcare Sep 18 to Feb 19: I delivered a re-design of the Lead to Cash journey, ensuring customer’s quote requests are executed Right First Time. · Glide Jun 18 to Sep 18: I significantly reduced delivery cost & variation, enabling planning of inventory mgt, installation & commissioning with a high level of accuracy.· Just Feb 18 to May 18: I designed & delivered a Lean coaching programme to complement Just’s Agile intro.· Nationwide Jul 17 to Feb 18: Improved fraud authentication journey delivered a resilient approach to fraud in the telephony channel. · Co-op Insurance Aug 16 to Jul 17: I designed & led a successful strategic transformation of Sales & Service, delivering a >15% uplift in capacity. · Co-op Bank Sep 15 to Jul 16: Identified automation opportunities, & worked with developers to reduce handling by over 50%.

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Role: Leading several work-streams in a groundbreaking series of business improvement programmes across the bank; training staff in Process Re-engineering techniques; producing detailed process maps, and delivering significant uplift in performance capability across the retail banking arm.· Leading a significant programme of process and technical improvement focused on the branch network, driving through enhancements in the customer experience, e.g. wait times for walk in service customers reduced from 70 mins to 5 mins & 44% time saving for appointment duration.· · Leading a Lean improvement programme of the account opening journey within Contact Centres, reducing failure demand from 51% to 39%, and reducing on-boarding cycle time for enhanced risk customers by over 24 hours.· Designing and running Process Re-engineering projects across a nationwide series of Live Lab branches and contact centres, while engaging stakeholders across the business· Delivering innovative and engaging Systems Thinking influenced workshops to front-line staff, focused on ‘the way the work works’.

Role: Leading a team of Business Improvement (BI) Specialists; designing and delivering a Lean transformation across the business; coaching and mentoring in Lean and Systems Thinking methodology. · Delivered multiple service improvement projects, including Faults based initiative, delivering:oTotal work time reduced from 67.54m to 28.88mo Cycle time reduced from 8.1 days to 3.3 dayso Actions to resolve from 4.5 to 1.9o 45% resolved by going through enhanced own domain checkso Engineer booking time improved by 3900%· Worked with the Leadership Team to define the Service Strategy and the Operational Excellence functional design. · Delivered an end-to-end Customer Demand mapping strategy to drive out systemic issues and drive service excellence.· Designed detailed sales process flows and Agile epics and stories to enable optimised system design for our TV strategy.

Role: Developing key accounts, and developing relationships with senior client executives across multiple business functions. Leading on-shore and off-shore teams, and client staff, in delivering transformation initiatives, designing solutions, tailoring bid proposals and capturing impact on shareholder value. · Delivered major uplift in key product journey for global telecoms account, lifting Right First Time delivery from 90% to 98% in three months, avoiding costs of £346,700pa· Eliminated key system failures for client through combination of training, process improvement and elimination of unnecessary incidents by over 80%, bringing in savings over £1.6m.· Led team designing and delivering ITIL based processes and governance framework for new IT Operating Model to global pharmaceutical client.

Role: Managing and delivering Europe wide LSS projects and transformation programmes, both as lead, and mentor of trainee Green Belts. · Led a series of Kaizen driven projects, achieving significant cost savings and performance improvements.· Delivered cost savings of $109k on first phase of contact centre optimisation project: ncrease in FLS case resolution from 30.32% to 61.7%, and reduction in SLA breaches by almost 75%, from 23.5 per week to 6.2· Delivered global LSS project on client data validation issues against these targets: · Reduce number of errors by >75% - mean number of errors down from 20.5% of data entries to 0.436%· Reduce number of syntax errors by >90% - syntax errors now at 0%· Reduce cycle time by >50% - mean time to load reduced 2:04:21 to 1:02:06· Increase data batch loads by >100% - now achievable, and requested· Authored case study on potential of EMEA wide virtualization programme, detailing performance, security and resilience benefits, ecological wins and potential savings in terms of licensing, and reduction in hardware, energy and footprint costs; between $29-70m dependent on level of consolidation, 84% reduction in power output and 75% cost avoidance for clients.