-Manage and direct a team of 18 Agile Technology Product professionals across Northern Europe-In the last financial year, I led my Product teams to deliver 94% of all Retail Patient Management System, 100% of Retail minor change and 84% of all Trading Product initiatives, across both Optics and Audiology for all five Northern European countries, with savings on budget across 2 of the 3 areas and on target cost spend with the 3rd-Continuous improvement across Patient Management Systems, build and delivery of a new B2B platform, data management and migration across a number of systems and software installation and management for Stores, improvements to CRM, the Online Appointment System, Store and Support Office Communications, and Digital, POS, Contact Lens and Supply Chain initiatives-Created a real focus on the coaching of Agile practices, building and sharing of knowledge across Technology to help support deliveries and create self sufficient and confident teams, to work together closely with their business colleagues and 3rd party suppliers, to deliver all needs-Regular retros plus visibility of post delivery improvements in conversion and sales uplift reviews with business teams-Contribute to and run a number of lunch and learn sessions on NE Technology and Six Sigma Black Belt practices-22% reduction in costs in telephony contracts, built and developed a supplier and contract management framework-NE Technology governance framework updated to include updates to all levels of our business and stakeholders-Ongoing improvements rolled out in partnership with our Global and Regional Suppliers with regular reviews of practices and performance, working closely with our Legal and Procurement teams to ensure contracts are fit for our needs and renewed, replaced or consolidated where required- Comprehensive transformation embarked on and completed with one of our key suppliers to improve our IMAC and Break Fix processes across EU and non EU countries

Led a team of 3 Service Assurance Analysts to introduce supplier, contract management and hardware management improvements, supporting our NE Technology colleagues, working closely with Legal and Procurement to ensure compliance.Set up of local Supplier and Contract Management functions within the Service Assurance team including all interlinking processes with our Global colleagues to ensure consistency.Transformation embarked on with large supplier to improve the way in which our IMAC and Break Fix hardware management processes work across all EU and Non EU countries, this included comprehensive working through and understanding of tax and Brexit implications to ensure all countries were getting the best value for money.

- Managed a team of 10 Portfolio Standards Managers, Analysts and Partners- Implemented new agile ways of working across the Portfolio team; daily and weekly stand ups, 2 weekly sprints with 6 weekly reprioritisation and review cycles etc. - Train the Portfolio Team in Product Management best practice- Chair monthly full day Technology Portfolio Governance meetings, facilitating discussions with the Technology Executive Board and Delivery Teams - Monitor and review all Portfolio data regularly, with lessons learned recorded, patterns identified and used to drive improvements- Lead the Portfolio team to ensure all teams involved in the TPG are supported with the right data and effective preparation- Work closely with Head of Finance and Delivery teams to ensure all Portfolio Financial data is up to date, accurate and visible through the Portfolio Dashboards- Lead effective communication from the Portfolio Team to all stakeholders to ensure understanding of Portfolio progress, any changes to existing or new standards and have created a successful feedback loop for continuous improvement and partnership with the Project Management Practice- Currently partnering with Customer, Commercial and Technology ( Digital and DDR ) teams to build a Benefits Management standard- Built an effective relationship with the 3rd party PPMO Tool team, ensuring priority access to new and improved functionality, working with Procurement and VMO teams on renewal of the contract in February 2020- Reviewed the PPMO Tool Strategy and began to move more of the Portfolio day to day processes into the tool to ensure one version of the truth- Partnered with the Data Leadership team to develop effective Portfolio reporting for use by Technology Directors, Portfolio and Delivery Teams- Built effective relationships across Specsavers Technology and with the Commercial PPMO teams to begin to align and simplify Portfolio ways of working

- Managed the Internationalisation Portfolio with the end goal of the Republic of Ireland moving onto the same digital technical stack as UK Grocery Home Shopping- Chaired regular governance sessions, leading the teams to ensure transparent communications and report on progress, tracking risks, issues, complex interdependencies and progress against budget- Ran governance for a number of teams to deliver technical projects required for Payment Service Directive 2 compliancy by September 2019, reporting progress to senior stakeholders regularly- Led a team of Portfolio Managers to create and deliver the Portfolio Framework Standards ( prioritisation, governance, benefits realisation etc.)- Piloted and delivered the Product Maturity Transformation Programme across Technology Product- Owned the development of materials for OKRs, Product Measures and Metrics, Roadmapping, Strategy, Understanding Your Customer and Market etc. in conjunction with the Agile Product Team- Managed delivery of PMO Toolset training for UK and India teams, beating stretch target of 75% to complete 99% across Technology Product

- End to end accountability of Tesco Online Portfolio, taking stakeholders on a journey which drove an efficiency gain of 26% in year 1. Managed a portfolio of work including; - Digital Masterpass checkout functionality ( mWeb ), planning, tracking and managing Mastercard, Tesco Product and Engineering teams to ensure successful implementation of and delivery for customers on the UK Grocery Home Shopping Tech stack. Managed the Mastercard relationship throughout.- F&F Product Induction, leading NWT and governance sessions, working successfully with key senior stakeholders across the Tesco Direct, F&F businesses and 3rd parties using lean methodologies to deliver solutions to 12 separate long standing issues within the first 3 months, with a further 13 delivered in the following 6 months.- International Grocery Home Shopping, leading governance sessions with key stakeholders to gain traction, drive progress and ensure delivery with multiple ongoing Central European and Asia digital and fulfilment programmes, being the key interface between the UK and senior in country stakeholders- The digital Clubcard offering, working with Business, Product and Engineering teams to initiate, plan and drive forward the roadmap, managing dependencies and prioritisation- 4 in store product teams across technology including customer and colleague experience and API teams, setting up, planning and leading strategy, governance and business planning sessions- Mentored, coached and trained new members of the portfolio team

Led the interaction with stakeholders across the International GHS business and managed the business and programme plans to collaboratively drive the IGHS strategy. Juggled priorities to deliver results appropriately and responsively through the co-ordination of breaking issues and short term business priorities. Tracked, managed and communicated all programme dependencies, risks, issues and projected vs actual realisation of benefits.

Created and managed the Online F&F Business Plan, holding teams accountable to ensure we progressed with agreed projects;- Managed key stakeholders, reporting programme plan and governance outputs to senior leadership- Managed the programme plan, mapping dependencies and tracking risks and issues- Collaborated with Technology, the business Trading and Product teams to finalise the scope of the next part of the programme- Led meetings with the Business teams, BAs, Product Owners and Technology Managers to establish requirements, following through to prioritisation of stories for inclusion in sprints and agreement on contents of releases

Project managed the complete lifecycle of the Polish and ROI Customer Engagement Centre launches;- Pivotal role in the agreement of the Polish CEC contract and successful launch- Continuous collaboration with key stakeholders for F&F across the UK, ROI and Poland, establishing clear ways of working to ensure a smooth transition between launches- Developed and launched the Facebook and Twitter response processes with the Polish Content Management team- Created and developed the International Sharepoint site, which was used to share and build knowledge between the Business, CEC, Product, Marketing, Copy and Trading teams from the UK, ROI and Poland- Encouraged transparent communication between all teams to ensure any issues were flagged up as they happened and dealt with as soon as possible- Led next launch phase planning sessions

- Managed relationships with all 3rd party CEC suppliers across Europe and Asia ( 9 countries ), reviewing and supporting contract set ups, renewals and ongoing reviews - Created and performed regular audits and performance reviews covering recruitment, selection, induction, quality, data management, business continuity, disaster recovery, resource scheduling and forecasting. Introduced performance management process improvements including coaching, business reviews, mystery shopper programmes - Standardised, monitored and reviewed all weekly KPI books. Created and launched the weekly KPI Dashboard and used this to measure each country and the relative performance across Europe and Asia - Standardised all CEC training plans and materials

- Analysed product quality testing, sales, complaints and research data ( qual and quant ) to provide customer insight, identify product performance and communicate where improvements need to be made to stakeholders.- Created and developed new General Merchandise, Capacity Management and Trend reporting dashboards, utilising information to help key stakeholders in the business make informed decisions via multiple data sources

- Analysed trends, customer complaints and enquiries across several areas of the business ( Clubcard, Clothing, GHS ) to help interpret and improve Customer Satisfaction results- Created daily, weekly and monthly product complaints reporting and alerts, leading to products being withdrawn from sale, safeguarding customers- Met Senior leadership regularly to discuss issues and influence operational decisions through my findings

Improved customer experience and internal operational processes in a fast paced outsourcing environment, dealing with quality, metrics and process issues, analysing data to identify gaps around the business and project managing to completion. - Set up and managed Global Operating System ( COPC® affiliated ) processes within Dundee site and trained circa 500 contact centre staff on GOS standards- Improved Sitel Dundee GOS audit score by 26% within 1 year ( Jan to Dec 2008 ), projected to improve by a further 18% in second year- Managed, coached and mentored 2 Customer Experience Co-ordinators to achieve the objectives I had set them and develop in their roles- Managed a team of Six Sigma White Belts to help deliver my Green Belt project to reduce Average Handling Time across several Technical Helpdesks - Carried out regular process audits and worked with Clients ( BT Broadband Leadership ) and Black Belt Six Sigma team to identify areas of improvement across the contact centre- Worked on several performance improvement projects within the Six Sigma team; AHT reduction, staff and contact forecasting, customer satisfaction and NPS score improvements

Held several roles across the business, starting from from Helpdesk, moving to Technical, Billing and Learning Specialist roles, to Team Manager, gaining knowledge in all areas of BT Broadband Business; Residential Technical, Billing and Ordering, Radio Broadband, SDSL, ADSL, Corporate, eCRM.