ENGIE are leading providers of integrated services - specialising in Business Process Outsourcing (BPO), Energy, Technical and FM Business Solutions for the built environment. We offer efficient management of buildings and installations – whilst achieving high levels of energy and environmental efficiency. Across the UK and Ireland, our 15,200 employees deliver solutions at over 14,000 customer sites – with an annual turnover of £1billion.

Leadent Solutions is a specialist consultancy enabling clients to gain competitive advantage from their mobile workforce through insight, innovation and technology. We work with clients to design and optimise their entire service operating model from the back to the front office.

• Successfully managed the team through a significant change programme; Performance and Customer Excellence (PACE) • Instrumental in providing support to staff in integrating change management activities, delivering a number of significant team productivity improvements • Utilised Lean techniques and leadership training which resulted in improved performance and business efficiencies • Delivered Lean techniques training to all levels of the Customer Service Delivery management team resulting in demonstrable performance improvements • Generated significant Full Time Equivalent reductions in 2010/2011 whilst delivering efficiencies in Operational Expenditure (OPEX)

Working at a strategic level across the business on a number of high profile projects, integrating change management activities and practices to a number of departments. NotablyCustomer Operations; Advanced Scheduling Project Project managed the implementation of a work schedule system ‘CLICK Software’ to ensure the efficient dispatching of work to the field and associated reporting. Key activities; • Successfully delivered this significant change management scheduling system for the business• Ensured the training programme was delivered to 450 operational staff throughout Scotland • Monitored and adhered to strict operational KPI’s • Embedded compliance regime and performance measures Commercial; Retail/Wholesale Market Framework ProjectProject managed the preparation of Scottish Water opening to competition for business customers in April 2008. Key activities; • Prepared and wrote some of the key documentation including the Operational and Market Code • Personally delivered training on Retail/Wholesale market to 200 operational staff • Delivered and monitored KPI compliance for Retail/Wholesale market in the Operations department Customer Services; Customer Experience Project Spearheaded the programme to increase customer satisfaction scoring through the implementation of an effective project plan, a customer priority matrix, action and communication activity, working groups, stakeholder management of a cross functional team of 14 customer representatives and frontline training to 140 customer facing staff. Results; • Delivered improvement in customer satisfaction from 74% to 82% within a two year period

Recruited to lead and manage a team of 10 key customer mangers and 3 data team members across 2 offices, to generate revenue and achieve budgetary targets. Responsibilities; • Negotiate and deliver large user volume agreements for Scotland’s largest industrial customers including the Defence, Transport and Utilities sector • Led team to deliver functional business plan and budget targets • Evaluate team performance, targets and outputs and co-ordinate all personal development • Provide support and managed team expectations through a change management process Key Achievements; • Ensured the income generation of £25million per annum, achieving 31% of the overall customer management department’s revenue generation • Successfully developed new business development opportunities with a value of £3million over the period• Developed strong relationships to ensure business critical customers remained with Scottish Water • Safeguarded customer revenue by identifying and responding to strategic risks

Appointed to develop and manage a specified portfolio of large business client accounts throughout Scotland. Key accountabilities included; • Managed the Defence, Transport and Utility portfolio of key customers • Managed successful relationships with external and internal customers and identified business opportunities• Attended regular team meetings to share ideas and discuss customer issues Key Achievements; • Successfully ensured delivery of service and secured £15million of business revenue per annum • Created ‘added value’ for the customer whilst securing business development opportunities with a value of £2million over the period • Negotiated Large User Volume Agreements with a value of £10million over a five year term

Working within a team of up to 12, responsible for managing large industrial business accounts throughout the East of Scotland Water geographical area. Key accountabilities included; • Held regular meetings and negotiated standard agreement contracts with large industrial customers • Supported business development team in creating an improved service to key customers • Monitored trade effluent discharges from industrial customers • Compiled data to implement trade effluent business charging scheme • Provided scientific, technical and regulatory advice to high value customers • Facilitated pollution, prevention and control policies Achievements; • Successfully generated a trade effluent invoicing value, totaling £1.7million/year • Enhanced and maintained business customer accounts through developing strong relationships, raising client care and creating ‘added value’ • Took on early responsibility, progressing to senior adviser within a 6 month period

• Installed communication systems worldwide• Surveyed and planned installation projects to strict deadlines• Worked with MOD contractors on large projects• Collaborated with other RAF teams to complete critical projects