Key responsibilities and achievements:• Responsible for governance and delivery of continuous improvement initiatives across Shared Services business area• Development and embedding of a Change Advisory Board to support a more effective prioritisation and planning approach for workstreams aligned to strategic objectives.• Led on end-to-end business review of strategic client customer journey resulting in delivery of a service improvement plan with key focus on communication, service levels and technology.• Developed and embedded a service excellence model in client facing teams in business areas of call and email handling leading to tangible improvement in quality of customer contacts• Project managed the implementation of a new e-ticketing system for client facing customer services and operational teams resulting in improved KPIs and customer experience scores. • Line Management responsibility for 3 team members (Service Excellence Lead, Systems Lead, and Continuous Improvement Administrator)

Key responsibilities and achievements:• Led on strategic review of corporate services functions (IT, Human Resources, Finance, Property and Procurement) identifying £1.3m of cost savings over a 3-year period from a total operating cost of £12m. Business Case prepared and signed off by Strategic Budgeting Group and included as part of 3-year Corporate Strategy• Analysis of corporate services included use of Lean principles, definition of current operating models, engagement with senior leadership team, detailed matrix analysis of costs and activities as well as external benchmarking. Scope of review focused on reduction in operating costs with no impact on quality of service.• Collaborated with Senior Leadership team and Programme Management Office to design a change programme to ensure appropriate project planning, stakeholder engagement and benefits management in place to support cost saving activities.• Project managed migration of Finance team to a new cloud-based budgeting and planning platform (Solver) resulting in a more streamlined budgeting process and improved management information, while reducing headcount to support by 0.5 FTE. Accountable for all stages of project including requirements gathering through to UAT and project go live.

Key responsibilities and achievements: ·Project managed migration of 4 standalone commercial websites to a generic platform resulting in reduced operating costs of £50k as well as an enhanced experience for business users and customers. £50k reduction achieved as a result of renegotiating supplier contracts and reduced headcount in operational teams·Primary contact with external development company using agile methodology to deliver against project timelines and costs·Facilitated detailed workshops and engagement with end users, including customers, to capture business requirements. Prioritisation activity carried out using MoSCoW ratings·Programme managed return of key commercial programme from RCP to Faculty of Occupational Medicine. Accountable for ensuring all contractual, HR and financial implications identified and resolved while ensuring no impact on services for customers during transition period by using appropriate risk management methodology·Directorate lead with responsibility for improving business relationships with Corporate Services·Proactive engagement with Corporate Services leadership team to develop internal service level agreement resulting in improved performance reporting and working relationships between corporate services and local directorate

·Led on design of new operating model for Operations Directorate and managed subsequent organisational restructure resulting in clearer lines of accountability, removal of non-value activity, single points of failure and duplication of effort ·People management responsibility, including managing other line managers, for 18 team members across 2 UK locations ·Management of £3m Opex budget, including budget setting, monitoring, and re-forecasting ·Responsibility for 22 Suppliers (UK and International) including contractual negotiations, tendering and adherence to procurement governance·Operating costs of £0.25m reduced as a result of implementing new tendering processes and removing dependency on sole suppliers·Programme manager for relocation of Operations Distribution team from London to Midlands reducing annual operating costs by £0.2m and facilitating sale of Central London based property. Led a multi-disciplined team from IT, HR, Operations, Legal and Property Services to deliver relocation

Key responsibilities and achievements: ·Delivered reduction in annual operating costs by £0.3m, as well as improved KPI and CSI scores, by outsourcing core operational activity to 3rd party suppliers ·Collaborated with UK Sales team in the retention and growth of business estimated at £0.75m by designing and delivering customised solutions for key strategic customers including MOD and HMPS ·Supported International Business team achieve growth in Caribbean market by leading on negotiation and securing of operational SLA with Ministry of Education in Jamaica ·Led on in country review of operational activity in South Africa and Sri Lanka offices ensuring alignment with Head Office operating model and standards leading to improvements in corporate KPIs and CSI scores

Key responsibilities and achievements: ·Delivered Proof of Concept with 3rd party supplier in South Africa demonstrating the capability to capture data locally reducing lead times and reducing operational costs ·Accountable for implementation of on-line contingency plan for international customers to reduce risk of service failure·Project managed development of electronic data capture solution for international offices removing non-value adding activity and increasing accuracy rate for customer orders.·Restructured team of 3 coordinators to provide a better support model for international offices resulting in increased analysis and understanding of local operational issues. ·Introduced triage model to better route 2nd and 3rd line customer queries to appropriate internal resolver groups ·Line management of a team of three Service Improvement coordinators

After joining City & Guilds as a temp in 2003 I worked in a number of role including Customer Services Advisor, Operations Team Leader and Service Improvement coordinator before being promoted to my first senior role in 2008.