Colette Fox Email & Phone Number

Abu Dhabi, United Arab Emirates

Responsible to develop and lead the company-wide transformation program plan, governance structure and detailed implementation plans following McKinsey diagnostics and transformation initiatives recommendation.Accountable to the CEO and Board appointed Transformation Steering Committee for full delivery including leading integrated team of HR, Communications and Risk management to ensure holistic program design and delivery.Accountable for development and execution of the people change strategy, organization structure and workforce plan associated with new business operating model and partner onboarding to offshore transactional activity impacting a significant proportion of headcount.Established and was accountable for the Leadership Meetings (CEO and his direct reports) as well as the Transformation Steering Committee comprising Board members, to drive the agenda to ensure continuous alignment to transformation objectives and identification of conflicting activities.Responsible to lead a matrix shadow initiative team to ensure all outcomes are ‘fit for purpose’/ effective for the organization and to develop an integrated communications plan supporting execution of the same including feedback method to validate effectiveness and allow course correction.Responsible for ensuring buy-in of the leadership team, including incoming C-Suite of 4 people, of all recommendations prior to formal approval by Steering Committee.Responsible to manage 3rd party consultant support in initiative delivery including deliverables finalization, quality verification, tracking and payment release following Steering Committee alignment on Program Management input.

Abu Dhabi, United Arab Emirates

Led the transition of Mubadala employees (c140 people) and 11 group companies (c150 people) into the shared services organization with responsibility for methodology development, team recruitment and development, and implementation across all work streams with zero operational impact on day 1 for any client.Reporting directly to the CEO:- built the Transition & Service Implementation function (89% satisfaction rating on exit of projects) including all processes, technology, people and communications workstreams development and implementation.- designed and led the procurement function supporting 10 clients across multiple procurement services (services development and technology build incl. eSourcing) and developing a UAE National who was able to take full responsibility for the function after 2 years.- designed and piloted the account management function leading to implementation for BAU leader- established the approach to proposal development for non-group company potential clients and owned the associated business development activities.- designed and established an Enterprise Project Management Office (EPMO) including enabling technology for full management visibility of all projects across all organization functions and ensuring full document control.

United Arab Emirates

Working to define and implement a new shared services organization to support Mubadala group companies in the UAE in the areas of IT, Finance, HR, Procurement and Facilities Management & Office Support. Worked to define implementation approach, organization design, transition and business plan and ultimately to ensure successful go-live and people transition into the new organization and location.

Uae

Responsible for development and implementation of a Group Procurement Policy and local procedures. Leading a team of circa 8 to deliver significant savings and tools (oracle processes, iSupplier, catalogues, panel agreements) to enable simplified buying processes wherever possible. A key element of the role being to drive the reputation of procurement within the group of companies and to demonstrate its value as a strategic function.

Procurement Consultant, UAE

- Based in the UAE with very short timescales to deliver contracts required to host the 2010 Formula 1 race.- Developing end user project requirements/specifications, through to full RFP, contract negotiation and award.- Delivery of multi million AED savings across 30 contracts within 3 months.- Working to develop the skills and understanding of procurement with end users and developing processes to ensure ease of future procurements.- Representation of the procurement function at procurement management meetings with CEO attendance.

- Procurement Project Consultant for Temporary Labour. - Spend of £7.5m per annum for a construction client. - Full requirements gathering, tender development, supplier pre-qualification and bidder response scoring working hand in hand with the client stakeholders to ensure buy-in to the identified solution.- Savings in excess of 10% generated through delivery of 3 fully executed supplier contracts.

Business Case development for implementation of oracle iprocurement. Full current business process mapping, system solution development and exceptions identification with medium term solutions. Achievement of sign off of all processes, current and proposed, by the business. Tender development for identification of a configuration provider to deliver the new system solution.Procurement tender process development for pan-business use including skills transfer to project managers and template developments to facilitate future procurements without full time procurement support. Delivered tenders and contracts for IT solutions forming part of the ACCA applications process.

2 key projects during the term of the assignment:1. Oracle P2P Business Readiness and System Implementation. Project management and key member of delivery team to achieve full business wide rollout within 5 months from identifying the project plan. Personally responsible for issues identification and project re-start by gaining the confidence of directors at the Council regarding the required status for a successful go-live versus current status.2. Legal Services review - full review of the service including process, people, procurement. Analysis of potential operating models and upon successful presentation of the options, responsibility to delivery the new operating model with regards procurement and systems.Successulf sourcing and implementation of a legal case management system to facilitate future developments of the service through availability of MI.Successful implementation of a legal services provider panel and preferred barristers contracts delivering savings and cost control through process implementation and training of those instructing external providers.

As Group Head of Procurement, reporting to the CFO, I was responsible for the transformation of the procurement function from a transaction based operation to a strategic function delivering value both to shareholders and clients on a day to day basis. Often assisting the sales process as procurement formed a key part of the outsourced services of Astron.Due to a strong focus on growth and exit, the role focused heavily on delivering post-acquisition synergy savings and securing the procurement side of the business for ongoing growth with minimal disruption. This resulted in synergy savings in excess of £2.5m against a target of £1.3m across multiple acquisitions throughout my time at Astron as well as the procurement savings resulting from implementation of strategic category management for core spend areas.Responsible for all spend and dotted line responsibility for in excess of 70 buyers across the business. This was a complex role mainly due to the outsourced service offering of the business and the strong growth stategy.