Having taken some time off following a large corporate separation, group function shrinkage and subsequent restructure, I am now available for the next phase of my career in the world of Transformation leadership.

Lloyds Register is an £1bm turnover global technical professional services company, employing 8,000 staff in 83 countries, with a rich 260-year history, primarily in the maritime industry.Duties - Led the 250 FTE strong Functions of Digital, Software Development, Infrastructure, Data, Transformation and Change, Procurement, Travel, Property and QHSE. Member of the Executive team, reporting to the CEO, with a £90m direct cost and £260m indirect cost budget.• Active role in… Show more Lloyds Register is an £1bm turnover global technical professional services company, employing 8,000 staff in 83 countries, with a rich 260-year history, primarily in the maritime industry.Duties - Led the 250 FTE strong Functions of Digital, Software Development, Infrastructure, Data, Transformation and Change, Procurement, Travel, Property and QHSE. Member of the Executive team, reporting to the CEO, with a £90m direct cost and £260m indirect cost budget.• Active role in defining LR’s future strategy which reshaped the company by disposing of over 50% of the business. • Transformed the 250 FTE traditional IT function into an agile DevOps organisation and created the customer led product management disciplines within the business areas.• Implemented a multi-year IT strategy that commuted over 95% of infrastructure and data centres into the cloud, replaced 8000 laptops enabling an outsourced remote support solution to be implemented and consolidated a myriad of outsourced providers into two interoperable contracts. • Devised, received approval funding and delivering the 3 year, £50m digital strategy, to make the customer and colleague experience “easier, faster and simpler”. • Led the company change programme portfolio of £20m p.a. - Enabling a 24/7 interaction between the customer and colleagues, supported by an outsourced “follow the sun” service center strategy, moved the IT network and Infrastructure to the cloud saving 65% of costs and outsourced Finance Operations. • Led the IT and Property separation activities post sale of the non-maritime business to Goldman Sachs in 2022. • Instigated and led the Property transformation, resulting in a reduction in office costs of 65% and a significant increase in Colleague satisfaction. • Established a procurement and supply chain function to oversee all IT procurement, travel and contractor expenditure.• Presented current topics such as Cyber security, Digital trends and Risk items to the Board. Show less

Led the implementation of a £50m transformation of the company ways of working in Finance, HR, Project Management and Customer Service, modernising service provision. Reporting to the CEO.• Initially worked with KPMG to outline the future Operating Model, including restructuring the global delivery model and consolidating back-office activity, delivering a globally customer experience.• Led the Technology, Integration and Change management tenders, many of which resulted in hybrid… Show more Led the implementation of a £50m transformation of the company ways of working in Finance, HR, Project Management and Customer Service, modernising service provision. Reporting to the CEO.• Initially worked with KPMG to outline the future Operating Model, including restructuring the global delivery model and consolidating back-office activity, delivering a globally customer experience.• Led the Technology, Integration and Change management tenders, many of which resulted in hybrid solutions of in-house and 3rd party teams working together to successfully deliver, as opposed to utilising the services of one large integrator, to enable better value design with lower cost stable teams.• Employed new and evolving change management methodologies using lessons learned from each implementation phase to further improve the staff experience, colleague satisfaction with their change experience went from an initial low of 30% to over 70% by the final area roll outs.• Delivered the programme within 15% of original budget, with resources that peaked at over 150, covered simultaneous multi country implementations and ran at over £1.5m per month.• Soft outcomes included changing narrowly focussed technical colleagues into broader business savvy champions. Hard outcomes included reducing back office by £20m per annum and improving working capital by over £200m through automation and right first-time self-service disciplines. Show less

Responsible for the Financial Planning and Analysis of a global business with £450m turnover and operating in over 80 countries. Reported to the Managing Director of the Marine Division.• Established the challenge and rigour required for a global company to be on top of its financial drivers and subsequent performance. • Took the business through a cost restructuring activity in response to the downturn in shipbuilding as well as changing various working practices that had been in… Show more Responsible for the Financial Planning and Analysis of a global business with £450m turnover and operating in over 80 countries. Reported to the Managing Director of the Marine Division.• Established the challenge and rigour required for a global company to be on top of its financial drivers and subsequent performance. • Took the business through a cost restructuring activity in response to the downturn in shipbuilding as well as changing various working practices that had been in operation for too long.• Reset the strategic planning cycle by focussing on opportunities to exploit or issues to overcome as opposed to a list of activities without known return. Resulted in a strategy that included investments in growth areas which had been neglected due to initially unappealing in year returns, as well an activity review of traditional academic areas of spend which did not meet customer requirements. Show less

Leading the Financial Planning and Analysis for the £2.2 billion non-Americas Business (Europe, Africa, Asia, Middle East and Pacfic).

Finance Director for Hertz Rent A Car. Responsible for the Financial Planning and Analysis, Accounting and Reporting and Control of a £120m entity in a highly competitive and dynamic market.

Reporting to the Regional General Manager, remotely manage 100 finance staff, with revenues of £1.1bn and local costs of £200m. Operating the full spectrum of operational finance, internal control and management accounting, complete with audit function, . As head of the regional customer contact operation, I was responsible for 200 staff, handling 1 million calls per year.

Reporting to the General Manager of the region, leading a team of circa 75 finance professionals across 32 countries with annual revenues and costs in excess of £600M and £100M respectively.

Based in New York and reporting to the CFO of World Cargo, I was responsible for the turnaround of a failing finance function managing £120m revenue and £40m of costs.

Based at Heathrow, reporting to the Commercial Finance Manager of World Cargo. Responsible for financial reporting and analysis for Africa, Middle East, India and Far Eastern regions, with annual revenue and cost in excess of £220M and £30M respectively.