• Leading two areas of analytics for JLR Customer Analytics and Commercial Analytics Projects on wide portfolio of developments. Managing team members from JLR but also multiple agencies and partners• Heading the customer data science team to generate marketing attributes to support enhanced targeting through all channels. Working proactively with markets on a global scale to identify their specific modelling needs and provide consultancy on campaign selections. To maximise value from known customer and prospects.• Leading JLRs digital analytics function to provide new insight and new metrics for on-site personalisation and re-targeting through multiple channels including maximise known user base introductions new technologies such as 3rd party DMP capability and deterministic matching• Driving the expansion of JLRs Conversion Rate Optimisation process to drive more online engagements especially online sales and achieving customer identification.• Maximising the benefit from JLR’s diverse Mar-tech stack and providing analytics input to future Mar-tech vision. Including set up robust measure strategy for all channels including set up JLRs global econometric programme• Embedded Agile working processes within Customer Analytics Team and drove the industrialisation and orchestration of all modelling delivering significant time and cost savings• Developed an enhanced forecasting tool based on sales funnel information to give early warning of under or over achievement of sales targets to better allocate supply and optimise sales and inventory levels• Leading work to deliver a true view of loyalty and conquest across JLR and develop associated customer satisfaction modelling to drive loyalty• Providing insight to the Board on customer trends, effectiveness of marketing spends as well as the impact on the customer of quality and customer service issues

Designed / Developed and Embedded an analytics model to order stock cars for the US market generating >£25m incremental profit for the company. Developed PoC for China and UK markets that are due for full scale roll out in 2020.Identified further cost savings in the US market through Analytics with >£10m additional benefits.Supervised the expansion of key commercial data sets and supported the automation of key reporting

Based upon recommendations by myself and a colleague and the success of the analytic work that we had performed whilst I was working in business transformation the corporate analytics team was form and I became the first member of this team.I have been responsible for helping new team members who have been recruited externally get up to speed with JLR and have provided a key bridge to the business to ensure the analysis can generate actionable insight and business value. In addition I have begun to educated myself on tools such as Tableau (to a skill level where I have delivered training to others) and expanding my knowledge of cloud data storage solutions.I continue support JLR moving forward with analytics on a number of fronts from specific projects, furthering the availability and usability of management reporting and using this to create insight and through advocacy of self service analytics and the adoption of new tools and ways of working that these tools can bring to help move JLR forward to being a truly data driven organisation.

Secondment in the Corporate Strategy to support update of JLR's strategic priorities and corporate vision. Specialising in future value creation and leveraging digital capability

Transforming the strategic planning of JLR in line with industry leading process. Project managing multiple stakeholders through the change and ensuring a robust output for JLR business plan during the roll out of the new process and maintaining the control and governance of the process as it reached business as usual, as well also making sure that the process continuously improves.Taking a leading role in increasing the role played by analytics throughout JLR looking at key topics such as marketing campaign effectiveness and improving customer loyalty. In addition I began developing a Management Information System to include not only this analysis but all key management information in JLR to help promote transparency and move toward a culture of more data driven decisions. Key contributor to project work help to maintain the long term sustainability for JLR. Designing models including obtaining and challenging the inputs to evaluate further business opportunities and / or to mitigate risks to the business. Supporting other ad-hoc project providing a range of support from modelling and analytics to strategic advice on business change and customer needs aim at providing gaining greater understanding of the global automotive market especially so with respect to Financial Service products and the potential of big data being that is now being generated by a car.Managing the project to implement effective master data management throughout JLR to maximise the opportunity from the IT landscape.

Started as LR analyst and promoted to principal analyst within 6 months and further expanded the role to include responsibility for Jaguar.Re-invented the UK NSC Variance analysis model, to provide more value add variance analysis that would allow targeted working to improve profit.Took on the role of Super User for 2 waves of SAP deployment and established myself as a subject matter expert not just within the UK NSC but within other areas of JLR finance. Worked heavily on the design and testing of the Sales and Distribution Module development. Lead the JLR Marketing and Sales involvement in the development of the COPA reporting tool.Developed a new process for input of actual volumes through cross functional working with UK and Global volume planning allowing actuals to be entered for the current year and for the future business plan years at a more granular level to support better planning. This work also included supporting the development of a new model to forecast current year sales.Led the UK NSC involvement in new global forecasting process. Ensuring all UK NSC reporting was compatible with corporate requirements whilst also working on the steering committee to ensure all UK NSC reporting needs were met and that all benefits of the enhanced UK NSC model were incorporated in the new system.Took the lead in communising and mapping the codes used to describe derivative across a number of new systems.Worked with IT and operational colleagues to develop new reports to analyse take rates of options to help better understand variances to budget and opportunities to increase options revenue and profit.Developed the framework to report individual performance by dealer with appropriate variance analysis to other dealer with their geographical region and for each dealer region to that of the UK as a whole.

Performed a varied role that I greatly expanded to include managing the non-production capital spend.Maintained budget and forecast inputs for non-productions capital spend. Monitored progress on spend against projects and audited the outcome of projects. Worked with senior management to prioritise their spend within budget and the supported the allocation of spend additionally to the budgetLead the 2010/11 SOX compliance input for Halewood, liaising with central internal control and external auditors. Ensured Halewood achieved 100% completion at each of the programme gateways. Supported operational colleagues in providing evidence and processes to auditors and advised on process improvements where necessary.Monitored and reported on inventory stock levels and investigated any large variances, including specific monitoring of highly pilferable parts. Produced the Internal Control Brochure and reviewed with senior management monthly.Controlled the process for removing and scrap from site, including all materials removed as art of the cessation of production of the X-TypeConsolidated the input of the monthly Production Brochure that took inputs from all areas of the factory to give a balance view of monthly performance. This included updating finance slides and ensuring inputs on the balance scorecard were up to date.

Maintained record of cost changes on XF Facelift ProgrammeEnsured all changes to the programme were appropriately valued to support correct decision making and provided regular financial updates to Chief Engineer and programme leaders.Controlled spend on prototype builds.Developed process for tracking cost reductions on current parts to ensure cost savings were passed on the replacement parts.Researched and developed a system that would allow all JLR analysts easy access to parts cost quickly and easily out of an old system. This allowed more analysis on current costs, easier updates to and more effective and timely benchmarking of parts cost data and support final audits for programmes.

Maintained record of cost changes on XK Sports Car Facelift ProgrammeEnsured all changes to the programme were appropriately valued to support correct decision making and provided regular financial updates to Chief Engineer and programme leaders.Supported the production of inputs into the long term business plan through providing data on the future costs of the XK sports carProduced a number of scenarios with associated MI for senior management to support tough choices decisions that were made during the credit crunch. Created a process for final audit of a previous development cycle of the XK sports car.