Briony Brooks Email & Phone Number

Staines-Upon-Thames, England, United Kingdom

Staines, Surrey, United Kingdom

Chief of Staff to the EMEA VP and his leadership team

Currently supporting the directors in setting up the tools and processes to enable the start up of a SaaS and Consulting company focused on Cloud Migration. To date my responsibilities have included financial modelling, ongoing financial management, HR, governance, organisation structure, marketing and pipeline management.

Staines-Upon-Thames, England, United Kingdom

With the increased focus on the channel business I was asked to support the VP EMEA Global Systems Integrators drive significant strategic change in the partner model, including industry verticalisation and the transition to SaaS and subscription purchasing methods.

Staines-Upon-Thames, England, United Kingdom

As business partner to the VP EMEA Enterprise I supported the leadership team through design and implementation of analysis and reporting, enabling them to better understand their business and continue driving double digit growth.During this time I led several programs of work, including Dream Bigger, an initiatve focused on large deal growth and Industry Verticalisation, a change in operating model to increase customer focus and promote value add selling.

United Kingdom

With the HPE / CSC merger into DXC, the newly formed leadership team were looking for significant profit improvement. Operations were targeted with a $30m in year cost reduction and as part of that plan I was invited to set up and manage a leveraged operations delivery organisation, transferring people and services from seven independent regions into a global standardised structure. As part of the set up activity I built, led and developed a team of 20 service managers who identified, trained and managed 130 resources from delivery centres in Hungary, Bulgaria and Costa Rica to deliver sales and business operations services. These services were a defined set of activities that drove standardisation, automation, elimination and migration across the operations portfolio.A significant part of the role was to forge and maintain strong relationships with senior leaders in each region to communicate and 'sell' our services, manage the initial transition and monitor performance in deployment.

London, United Kingdom

During the final stages of deal closure I managed the operational transition from pursuit to account; defining and setting up the account structure, governance and operational processes to ensure efficient and effective strategic management of our client, our people, finances and growth. I defined, communicated and drove the Account Business Plan through collaborative engagement with the client, sales, technology and delivery leadership. I ran a business change programme that delivered on our account strategy, exceeding the revenue forecast by 25% and profitability by 6%.I designed and implemented weekly governance and the associated reporting for internal account management and the joint HPE / DB executive steering boards.I continued to manage the onboarding process with the number of resources increasing to over 2,500. I led the set up and implementation of a global communications plan, delivering fortnightly town halls with every member of the team, monthly newsletters and regular leadership tours. I drove sales operations including pipeline management of $400m funnel, sales forecast commitment, tracking and reporting, gap to target analysis and regular weekly governance.

As the pursuit of HP's largest Cloud and Workload opportunity gathered momentum I was invited to support the Chief Executive in managing the day to day operations where I designed and implemented the pursuit structure and associated operating model, governance and long term strategy.As part of this role I managed a daily checkpoint process across multi-functional and multi-national pursuit teams to ensure a common understanding of our position and priorities for the coming 24 hours.I defined and deployed a process to identify, onboard, optimise and manage expertise assigned to the pursuit, handling around 300 resources during the early stages to 1000 at the start of transition.I coordinated strategy across the pursuit team and senior leadership for client meetings and relationship building.

As new leadership came in to manage the UKI Application Business I was asked to turn around and lead sales operations, supporting a team of 20 Client Principles in pipeline management, opportunity reviews and sales forecasting.In this role I identified that one of our biggest pursuit weaknesses was around our response to RFIs (request for information). Consequently I set up and managed a bid support team to take end to end responsibility for RFI and PQQ responses to clients, including the build out of tools and processes to enable efficient retrieval of information.

In this role I worked with the UKI leadership team to define, communicate and drive the UKI Applications Business Services (ABS) strategy.As finance business partner to the UKI VP, I managed the ABS finances, including reporting and cadence to track P&L performance, manage risks and opportunities, identify and close out actions to bridge the gap to target.

I designed and prepared a suite of regular financial and business reporting to identify and track through margin improvement actions. I also managed global supply and demand including the hiring process.

I was invited by the EMEA leadership team to manage a program to transition work from 20 financial analysts across Europe to an Indian support team to reduce operating costs and standardise functions.

As part of a global programme to move Applications from a country to region based model, I was asked to manage a piece of work focusing on the HR and Financial structures and associated tool set up.

As new leadership came in to manage the UKI Applications business, I was asked to review the financial support given to each of the sub units in the UK region. As part of this activity I transferred local support to a leveraged finance team across the region. I led a programme of margin improvement activities, achieving $20m per annum cost reduction and interfaced between finance and business management, supporting month end close cycle, budget process and labour rate setting.

I managed a team of 3 financial analysts supporting accounts within the Justice sector, responsibilities included the month end close, the monthly forecast process and presentation of financial reporting to the business.

During this time I held various Financial Analyst roles across Professional Services leading into a Finance Manager position managing a team of financial analysts and project accountants.My responsibilities included the UKI P&L including preparation of monthly management accounts, associated reporting and variance analysis, forecast and budget setting.

I was responsible for the P&L and Balance Sheet including preparation of monthly management accounts, associated reporting and variance analysis, forecast and budget setting.

Chartered Institute Of Management Accountants, Cima, Acma

Bachelor Of Arts (Ba), Business Studies, 2.1

BA / BSc Business Studies and Computer Science

Education record