Christine Lithgow Smith Email and Phone Number

Chrisalyst is a person-centered, evidence-based, people development practise. We offer advice, coaching, and bespoke interventions that work from the inside out to create far-reaching positive change.

Doctoral research into the development of what leaders are aware of paying attention to. This involves a cross-disciplinary focus using adult developmental psychology, leadership, and neuroscience.

Led global business change and transformation programmes on behalf of the Centrica Executive; supporting Centrica's digitalisation and cultural change to 'One Centrica'. Incorporating six business and 38,000 employees.I left to set up my own business with the aspiration of helping leaders to better design and lead transformations from within, rather than outsource to big consultancies.

Part of a newly created Global Procurement Leadership Team, I was responsible for leading the Transformation of the function from 7 predominantly source-to-contract brand based teams into a single, global organisation delivering end-to-end Category Management to support the efficiency programme initiated as an outcome of Centrica's Strategic Review.Moved after being headhunted internally to support the wider Organisational Transformation.

Responsible for spends totalling c.£750m p/a across British Gas & Centrica UK. Also led global project aimed at driving behavioural change which was set to realise bottom-line savings of £30m p/a.My team successfully delivered strategic sourcing projects across sites in the UK, Europe and North America, this success was recognised by us winning both Travel Buyer of the Year and Future Leader awards.Despite a backdrop of uncertainty, change and limited resources I am proud to say that we were benchmarked as an upper-quartile procurement team by BCG and, having smashed our savings target by 14% in 2015, we were delivering a ROI in excess of 20:1 and set to deliver 150% more in cashable savings in 2016 when I was promoted as part of a major reorganisation.

Headed Corporate Services Procurement across the group, which has sites in the UK, the US, the Netherlands and Germany.This was a newly created senior leadership role heading a largely greenfield area. I devised and delivered the global implementation of Category Management across the group, established a Procurement department at Head Office and created and led international category teams for IT, Travel, HR and Professional Services. This resulted in significant cashable savings year-on-year which delivered a ROI of 21:1.As part of the Global Procurement Leadership Team I was also responsible for the ongoing design and delivery of the Transformation strategy. I led the Category Management and Talent work-streams to drive the behavioural and cultural change needed to create a world-class Global Procurement Team, which contributed to URENCO being short-listed for the Procurement Leaders Transformation award in 2015.I left at the end of 2014 to pursue another Transformation role in a more mature Procurement team for a FTSE 30 company.

Headed Adult Social Care Procurement, which covered a spend area of c.£300m leading a newly centralised team of 25 people.Part of the Senior Management Team that led the function's cutting-edge Transformation and particularly proud to have been a pioneer in successfully implementing Category Management and SRM within the social care arena. This resulted in the doubling of savings, year on year and set the foundations for a CIPS SRM award in 2012.I left SCC to lead the same kind of Transformation on a global basis, in a largely greenfield, area within a multi-national private enterprise.

I led and supported on various deals including outsourcing, off shoring, BPO, M&A and traditional 3rd party contracts as well as being the Relationship Manager for Procurement to Finance, Risk, Actuarial and Corporate Solutions.My highlights include: working on the largest outsource of its kind in Europe at that time, re-negotiating a significant BPO deal, coaching board members of PIA on negotiation techniques, mentoring more junior team members about Category Management and implementing SRM for key suppliers.I left Prudential to pursue a senior management position that I was approached about within the public sector.

I supported NPI and NPD through Category Management and SRM of strategic healthcare and skin care categories relating to Finished Products for leading brands such as Nurofen, Strepsils & Clearasil. This involved working as part of various cross-functional project teams, strategic low cost country sourcing and leading single supplier negotiations. Before moving to Prudential to become 'a dynamic deal-maker', I led the transition of the entire 3rd party supply base during the acquisition of BHI by Reckitt Benckiser.

I led a team of 5, accountable for the safe, on time export of BHI Products (Nurofen, Strepsils & Clearasil) globally; and was responsible for the operational management of BHI's outsourced logistics providers.Within a year I had led numerous LEAN improvements, which resulted in a 91% improvement to stock flow-through and reduction in head count triggering my progression to Purchasing.

These roles represented an introduction to finance plus the start of my professional negotiation and facilitation experience.