Projects: - Offshoring Bordereaux processing- Reserving review/year-end results- CSRD & EU Taxonomy regulatory compliance

Reporting to the CTO, Andrew led the HR, Finance and Technology Tiger Team at Fortnum & Mason.

Supply Chain, Commercial and International

Projects Delivered: Replen to Shelf The introduction of automated replenishment demand on a handheld device using Microsoft D365. Managed the development and implementation of a complex IT and business change project within my first five months at Fortnum and Mason. This cross-functional project incorporated Microsoft D365 development, third party supplier system development and significant operational process changes including the introduction of new training materials. Natasha's Law Managed a high-profile project from concept to implementation against tight timelines due to a change in legislation. Working with Avery Berkel our weighing scales partner, we were able to develop a product labelling solution that met the requirements of the new legislation whilst ensuring that the size and appearance of the labels suited the aesthetics of our products. The project received fantastic feedback from colleagues and senior stakeholders. GDPR ImprovementsImproved GDPR compliance at Fortnum & Mason through the introduction of new and/or updated data privacy policies and business processes. Working with a third-party GDPR specialist our project team were able to complete data protection impact assessments (DPIA) across key systems, carry out third-party risk assessments with high risk suppliers, implement records of processing activities (RoPA), develop and deliver GDPR training across the business and define/implement a new Governance Framework.IT Security ImprovementsThe vision of the project was to enhance the security and controls in place at Fortnum & Mason ensuring we were secure from a technology and data perspective. The project delivered significant improvements that included an upgraded and centrally monitored firewall, adding much-needed protection to our network. We also implemented multi-factor authentication, enhanced email security and attachment/link protection and a new Security Controls Framework for business systems.

Leading a team comprised of a selection of Project Managers and Technology Specialists Andrew was accountable for a portfolio of 23 projects, which ranged from the installation of all technology in new stores, Petrol Stations and store refits to the development and implementation of digital signage that changed how Morrison’s engaged with their customers around new products and offers.

Due to his experience and background in project management, Andrew was asked to take on a role working on a secondment within the Productivity team at Hilmore House, reporting directly to the Productivity Director. During his first year in the team, Andrew was able to build a strong network across different business functions to support him to deliver over £4.5m in cost savings through project delivery. He successfully updated the CEO and senior Directors at two events showcasing the important work that was being delivered by the Productivity team. A naturally organised individual, Andrew took pride and ownership of the Administration Workstream carrying out important PMO activity and working closely with the stream lead to ensure that stream plans and benefits were delivered on time and within budget by all project teams.

Taking a store that required substantial improvement, Andrew worked very quickly to build strength and capability within his team to improve store performance and standards delivering a better shopping experience for his customers. During his year at the store, he received excellent feedback following store visits from the CEO, Group Retail Director and the Group People Director. Delivery of store KPI’s moved from a year end performance of one green KPI for 2016 to six green KPI’s for 2017 representing a significant improvement. Driving the delivery of results through his team the store passed two consecutive Safe and Legal audits and a 100% full year Mystery Shopper score during Andrew’s tenure.

Andrew led a large team of Managers, Section Leaders and Colleagues within an Asda Walmart Supercentre that has a weekly turnover of circa £1.3m and a sales space of over 40k sqft. Accountable for implementing optimum stock range and availability whilst maintaining strict cost controls, high service standards and strong team motivation Andrew was able to deliver great standards through the strong leadership of his team.

Andrew worked in a central change team within the Tesco head office. His role was to lead change projects and to build a pipeline of work to help achieve £20m in cost savings. Key projects:Paperless Deliveries• Successfully led and delivered an IT project to transform Tesco’s store deliveries into a paperless process for over 2600 stores, delivering cost savings of over £3m• Identified issues in the as-is process and designed a new, simplified process using Lean Six Sigma principles to reduce time spent on administration • Developed the software solution working with UK and offshore IT teams by developing requirements, overseeing solution design and UAT, and managing teams to deliver on time • Influenced multiple stakeholder groups and worked cross functionally by building relationships and facilitating governance meetings, which led to business case sign-off and capital approval• Delivered a 100 store trial by selecting a representative sample of stores, measuring the improvement and tracking benefits delivered through statistical analysis Simplified delivery process• Identified a £1.5m cost saving opportunity and gained sponsorship to deliver a simplified goods receipt process into c1000 stores• Conducted analysis to identify bottlenecks in the process and worked with suppliers and internal stakeholders to design and deliver a new process to reduce processing time from 55 minutes to 10 minutes and improve stock accuracy• Managed a 100 store trial and led the full scale implementation by conducting training and communications, managing the delivery plan and tracking benefits delivered

Reporting to the UK Head of Transformation, Andrew was accountable for delivering a complex change plan within tight timescales to improve the operation and customer experience. Key achievements:• Led a team of 12 Change Managers nationwide to deliver the change plan, which involved training, coaching and providing continuous support• Ensured successful delivery through visiting stores, gathering feedback, assuring quality and reporting progress to senior business directors• Landed the change and delivered benefits in 12 stores working in a fast paced, pressured environment, which resulted in a nationwide rollout of the investment plan and strong personal feedback from a senior director