- Spearheading Diageo's journey towards a sustainable future by leading procurement and decarbonisation efforts across the UK and IOI markets.- Managing a c.$225M annual utilities budget, ensuring optimal value and alignment with Diageo's ambitious 2030 sustainability goals.- Driving impactful carbon reduction initiatives, including the transition of all Islay sites to renewable fuels, resulting in an annual avoidance of 4,400 tonnes of CO2 emissions.- Pioneering the exploration of on-site renewable energy generation, with the potential to deliver significant cost savings and grid additionality through Power Purchase Agreements (PPAs).- Implementing a dynamic strategy for managing a significant annual CapEx spend for RGGO certificates, offsetting up to 100,000 tonnes of carbon per year in line with SBTi and GHG Protocol decisions.- Developing and executing the Utilities Market Implementation Plan, collaborating with cross-functional teams to drive decarbonisation across the business.- Continuously seeking opportunities to innovate and optimise processes, such as developing an automated energy reporting tool that saves 8 hours per month and improves data accuracy.

- Responsibility for the successful implementation and delivery of major CapEx projects across two critical Scotch Whisky Maturation sites, with a total portfolio investment value of over $7 million.- Directed the programmes of interdependent projects through monthly steering groups with key stakeholders.- Introduced weekly project integration meetings and a strict meeting governance structure to ensure compliance with the Diageo capital project management process, which was developed to closely mirror the APM gated project lifecycle guidelines.- Provided technical input to plant design through HazOp, Process Design meetings and returning TQs to ensure the development of safe, compliant and high-performing plants.- Ensured close engagement with the Engineering Safety Compliance team throughout on topics such as DSEAR, PUWER, CoMAH, Process Safety and Electrical Safety Standards.- Led the delivery of a critical, escalated project, outside of the original project scope during development of the main project programme. Result: offset of c.$4.9 million in Rum export excise charges annually.- Successfully delivered the project to relocate Rum processing (cask filling and disgorging) from Menstrie to Blythswood, which was subsequently nominated for the F22 Scotch Category Recognition awards, and I won the award under the category of “Invest Smartly”.- Developed and presented the business case to increase Scotch palletised grain whisky fill and disgorge capacity by building a new plant at Cluny. This work is the basis of the business justification for the future build of the plant.

I worked in partnership with the Leadership Team, managing and delivering initiatives which improved business performance. I was a business partner to the Operations Manager and Business Leaders, with joint accountability for scorecard performance and delivery of business unit strategy. I implemented Focused Improvement project hoppers following Loss and Waste studies I conducted, as well as supporting the teams to use these tools effectively.I led the weekly Implementation Task Force (ITF) meeting for Maturation sites and developed a fully-virtual deck to accommodate new remote ways of working. This meeting was used to track and manage the Warehousing improvement agenda, ensuring adherence to plan whilst providing the forum for escalating to the Site Steering Committee for support, accelerating decision making.In parallel, I introduced focused day-to-day problem solving through Short Interval Control (SIC). I facilitated weekly Root Cause Problem Solving sessions, drawing from the expertise of a Multi-Disciplinary Team (MDT) to address systemic and strategic issues. During these meetings I used tools such as 5W1H, 5Why, Fishbone and Process Mapping to Root Cause the problems and establish the preventative controls to eliminate them. The output of these meetings was used as a pipeline for the PIP Hoppers, for which project teams were deployed.I led SixSigma GreenBelt level projects for Maturation and delivered a project which is providing £140k/year of ongoing savings. I also provided specialist support to YellowBelt champions, working with site for resource management to ensure the progression and delivery of these improvement projects by leading monthly PIP Hopper reviews.It was my responsibility to ensure that the Dragon’s Den CapEx pipeline was in place, with every project submission accompanied by a Business Case. I delivered this for F22 through coaching BLs and providing specialist support.

- Leading strategic and transformational projects in Maturation, I held responsibility for driving the business towards its aspirational warehousing ambition; embracing new technologies and radical innovations to revolutionise the way the business unit conducts business in a historically traditional and manual industry.- Evolved the Business Unit Strategy, modelling the geographic diversity of the Scotch Whisky business model and developed business cases to lead the Distillation and Maturation function towards a more streamlined and efficient operating model.- Advocated Diageo’s new Management of Change (MoC) system, embracing the beta version and providing feedback to the development team, helping to improve the system by highlighting bugs. I then piloted the improved system, facilitating a MoC session to address gaps identified by HSE following submission of a 2018 CoMAH Safety Report, with a strong multi-disciplinary team. I developed a robust corrective action plan for site. - Working in close partnership with Project Engineering, I successfully introduced automation to Scotch Whisky warehousing by installing a semi-automated shuttle system to a pilot warehouse cell. The project met the following goals: elimination of cask manual handling, elimination of working at height and addressing means of escape challenges raised by the HSE, whilst improving productivity and providing opportunities for reducing maturation losses, tapping into a $60 million per annum cost base. The success of this innovation led to a £149.1M investment in expanding this warehousing model across Diageo's Maturation footprint.

- Responsibility for a Top Tier CoMAH site capable of processing over 4 million litres of alcohol each week through warehousing, cask filling and cask disgorging operations for both Scotch Whisky and Rum.- Accountability for the delivery of site performance KPIs under the following headings: Safety; Quality; Productivity; Cost; Delivery; and Morale.- Management of a $5.2 million annual budget, including a $2.4M labour budget, $0.4M maintenance budget and $0.25M energy budget.- Accountability for the safe bonded storage and control of c.1.2 million casks of maturing alcoholic spirit, with a combined suspended duty value of over $7 billion.- 17 direct reports, with responsibility for a wider on-site team of over 50 personnel, including temporary operators, third-party logistics, HRMC administration and IT.- Worked with Spirit Supply Centre to control a supply chain spanning Scotland and the Caribbean for supply of new make whisky and rum spirit as raw materials, and Scotland, Italy, South Africa, Japan and Australia for demand of mature product.- Prioritised the site maintenance programme by attending the weekly Integrated Planning and Maintenance meetings, ensuring Legislative/Compliance jobs were deemed critical.- Legionella responsible person and accountable for H&S sitewide, including contractor management and permit issue (General, Working at Height and Hot Work).- Delivered a Yellow Belt Six Sigma project; introduced a membrane air dryer to the process air system after identifying the refrigerant dryer was not rated to protect the site valve actuators from moisture. This project has led to ongoing savings of $26k/year.

Leading operations at the new Cambus Traditional Cask Filling store where up to 200 million litres of spirit are filled into cask and despatched per annum. The site has close links with the Cambus Cooperage, Barrel Park and Blackgrange (Diageo's largest Maturation Site), as well as a number of satellite warehousing sites. Spirit comes in from over 30 different malt and grain whisky distilleries. Responsibilities include driving continuous improvement projects in line with the company Manufacturing Excellence agenda by implementing lean six sigma tools and techniques across the site and leading and managing the change process associated with this.

I worked as a bottling hall shift team leader in the Runcorn Beer Packaging Plant. My responsibilities included: ensuring high standards of health and safety are adhered to at all times and compliance with HASAWA, delivering products which meet the top standards set by the company and expected by our customers, driving higher levels of performance and plant efficiency by facilitating continuous improvement, and the development of my team - both as individuals and as a synergistic unit - to produce a high-performing and autonomous work team.

As a team leader in the Runcorn Beer Packaging bottling hall, I led line 2 - delivering additional case volumes for the site. This was run on days, starting up and shutting down each day of production, and relied on overtime, temporary operators and a hand-palletising crew. Amongst other tasks, I was responsible for: ensuring correct resources were organised for the line; managing all personnel; coordinating components, beer and bottle supplies with supply chain; implementing focused improvement projects in conformance to our Manufacturing Excellence agenda; and conducting root cause problem solving on line issues.

As part of the ManEx team at the Guinness Packaging Plant, I was responsible for rolling out Lean Six Sigma methodologies across the bottling hall. My projects included providing the work teams with a number of tools and techniques (including visual management) empowering them to drive plant performance improvements.

As a process engineer, I led and completed a number of energy and water saving, heat integration and bio-energy projects within Distillation and Maturation.My day-to-day activities included: providing a specialist engineering design and development capability resource; supporting specialist projects across distilling, malting and co-products sites; delivering technical projects aimed towards cost reduction, continuous improvement and the implementation of best practice; and supporting the company sustainability agenda and energy compliance legislation.

My task was to compile documentation for the new hot forming plant and to develop materials containing: operating procedures; changeover procedures; programming instructions; and a troubleshooting guide for the plant. I developed these materials in English before getting them translated into Hungarian once the content had been verified. The purpose of this was to provide the setters and operators on the plant floor with the information necessary for operating the plant. It was essential for these materials to be comprehensive; however, they also needed to be designed in a way which would allow the plant personnel to access the information easily and for it not to seem like an overwhelming amount of information. A secondary purpose of the documentation was to simplify the transition for opening any future hot forming plants, using the information for training new personnel and familiarising them with the equipment.

I completed my full basic training with the Territorial Army in the summer of 2012. During my Army Selection and Development Centre (ADSC) weekend I excelled in all tasks and was regularly chosen as Section commander. I graduated with an A, a commendation from my colonel and an award for best shooting in the platoon. I also sat and passed my cat. B driving test.

I worked on a self-employed basis and the job included generating custom by approaching members of the public, agreeing on prices and providing the service of transporting customers across the city to their desired locations. The position helped further develop many personal skills. Approaching potential customers developed greater confidence and bartering with people required a high standard of people and communication skills. The job required the ability to work under pressure as rent for the vehicle had to be earned before any profit could be made.

My time working in the sports and leisure industry further advanced my communication and people skills. As a gym instructor, I conducted exercise classes and, as well as fitness knowledge, I imparted motivation and encouragement to the class. My classes were highly subscribed to and I helped a number of people to get into the best shape of their lives, which I found extremely satisfying.