Leading the exciting programme to deliver the world's best Frigate design to the Royal Canadian Navy.

Commercial and Business Development Director for c£1bn per annum business that delivers state of the art naval ships and combat systems.

• Leading a significant change in business strategy to deliver growth through re-entering the international marketplace and modernising our product lines. o Delivered the first significant international contract win for this buisnees unit in more than ten years.• Leading a multifunctional and multi-disciplined delivery team for all business development and business winning programmes. Delivering growth strategy ; capture management; governance; and negotiations, on all Combat Systems campaigns, domestically and internationally• Transformed the business management of ITAR and Import/Export related matters through a behavioural change and retraining programme.• Restructuring the commercial team to improve performance of our current contracts, deliver new contracts in line with the business plan, and improve commercial acumen in all activities across the business.

Leadership of a portfolio business with a 1000 members of staff and an annual turnover of greater than £100m.

 Appointed to the Programme Senior Management Team (SMT) to head up all procurement and supply chain activities in support of three complex and challenging International Shipbuilding contracts:o 2 constructed in the UK and 1 internationally, o Total department spend of c£600m o Department headcount of c40 initially over 3 siteso Transformed a broken customer relationship into one of trust and collaboration as part of a coherent and consistent SMT initiative. o Transformed an underperforming team who remained culturally in a legacy organisation into one that is, motivated, integrated into BAE Systems and achieving against stretched targetso Streamlined reporting structures and clarified individual accountabilitieso Results included 85% reduction in late payments, 62% reduction in “defect raised till order” turnaround timeo Removed silos that had formed between Supply Chain, Engineering, Operations and Finance by establishing integrated teams, improved communications and joint goals. o Rationalised programme storage facilities saving c£150k pao Stabilised and gained control of procurement spend on ‘runaway’ programmeso Established accurate budgets and future forecastso Implemented financial management at the correct organisational levelo Introduced and trained the team in Control Account reporting and Life Cycle Management (LCM)o No uncontrolled growth in defect or change costso Undertook a key leadership role in the termination of 2 head contracts and consequently the termination or suspension of some 40 sub-contracts

 Key leadership role in developing Innovative UK MOD contract for the support of front line warshipso Achieved a step change in outsourced scope of work from MoD when compared to legacy support solutions; from spares and repairs to “payment for platform availability”o Significant leadership role in all aspects of proposal generation. This included development and winning customer support for our engineering, performance management and project management solutions. o Undertook final negotiations with senior MoD representatives; achieving a game changing whole ship availability based contract worth greater than £400m o Achieved a commendation from UK MOD (DSHIPS) for joint working and overcoming challenges.o Established and subsequently led a multi-site team to develop and place six high value, innovative contracts that are incentivised against system availability; a first for the UK MOD in support of a complex warship.o Contract values range from £10m to £60mo Convinced legacy MOD tier 1 suppliers to support a change in contracting structure, through adopting collaborative and partnering behaviours, and wide client and supplier senior stakeholder engagement.o Led the team to place c40 traditional support contracts for through life support of the non-combat systemso Set up a waterfront supply chain and logistics team, capable of supporting ships on global deployment, o Embedded OEMs, suppliers and SMEs within that team on a “best athlete” basis. Gained a deep understanding of UK treasury governance, scrutiny and assurance processeso Demonstrated and subsequently contracted our innovative solution at 23% below the MOD generated “should cost” comparator During this time, I was selected to undertake the BAE Systems Emerging Leaders global leadership programme, one of only 50 people across a company of c100,000 employees

Leading a multi-functional team in the development, negotiation and placement of Availability based ship support contracts

• This was a multi-discipline role, with Project management, Procurement and Engineering responsibilities • A member of the Type 45 Engineering Council and reported directly to the Chief Engineer. I was responsible for all technical aspects of the Platform Management System design and contract compliance.• Led several, and presented at all Engineering Life Cycle Design reviews and governance events achieving a pass at all stages.• Developed and Issued ITTs, conducted competitive tendering process, and consequently placed a multi-million pound sub-contract• Project managed and financially responsible for the system development sub-contract (£20M).• Managed the in house engineering and procurement teams and associated financial budgets (c£4m).• Delivered all project and payment milestones on time.

Developing Visual Basic software for a variety of applications