Digital & Technology partner to the M&S International Leadership team to enable business and customer outcomes globally. Focused on strategic alignment, prioritisation, senior stakeholder management and driving innovation. Responsible for the product and platform roadmap for delivery of the long term technology architecture. Report to the CPO, member of the extended D&T Leadership team.

Accountable for Payments products and execution at M&S across web, app and in-store. I lead the product teams that are responsible for improving the customer experience and platforms and by doing so delivering better business outcomes. Focused on long term product strategy, roadmaps, business relationships, 3rd party suppliers, senior stakeholder management and creating the environment for my team to succeed.

Accountable for Delivery and Product management for the Platform Capabilities portfolio, which enables M&S to step-change its ability to deliver the Omni-channel strategy across web, app and at the edge. The portfolio consisted of multiple platforms that make it quicker, easier and safer for other product teams to deliver change at scale to our external customers and colleagues.

• Delivery lead/Senior Technical Programme Manager for the customer & loyalty portfolio, enabling M&S to exploit marketing technology to achieve business outcomes.• Responsible for 10 engineering-led product teams tasked with developing the Sparks loyalty scheme and the M&S Bank & Services digital propositions. This includes improving adoption/customer experience, delivering personalised offers to drive incremental revenue and new digital payment propositions. In this role, we launched Sparks across multiple channels in Ireland and delivered a Loyalty platform migration for the Sparks backend.• In my first year, as part of the Customer Growth/Personalisation programme, I scaled the engineering operation from 1 to 7 product teams, enabling growth of £33m incremental revenue and the automation of 100m digital interactions. This was achieved by leading teams to deliver personalisation at scale, through content and product recommendations, offers, and contextual 1:1 marketing, powered by customer data.• As a change agent within the portfolio, I coached and mentored other parts of the business, as we spearheaded M&S' digital transformation. This included subjects such as OKRs, experimentation, hypothesis-led development, cost management and tech performance metrics.

• With both Product and Programme responsibilities I led teams to define, develop, deliver and evolve digital products. • Responsible for Merlin’s Digital Guest Journey strategy and implementation. • Defined a global guest journey vision, strategy and innovation programme and delivered multiple project work streams.• Developed scope, delivery plan and business case for the global guest journey development worth >£20m. • Managed programme budgets in excess of £5m• Accountable for the mobile app platform, roadmap and go-to-market best practice for theme parks and LEGOLAND Parks. The app has been launched in 10 attractions in 6 countries, and in multiple languages. In an 18 month period it was downloaded over 2.5m times and reached 1 in 2 guest parties at those attractions. • Launched Itinerary and planning features in-app and currently developing features for restaurant ordering, hotel check-in and loyalty.• Built and managed Merlin’s UX/Service Design capability• Managed a team of up to 20 including project managers, UX/Service designers, technical architects, solution designers, business analysts, testers, finance analysts, and marketers. I also managed the procurement of 3rd party suppliers and agencies. • Latterly, I was building out Merlin’s digital organisational capabilities including improving agility in execution by introducing Agile product development methods.• This role involved working with international teams and regular global travel.

• Set the vision and strategy for digital guest journey transformation• Defined the roadmap for the innovation programme• Defined the business case, MVP and roadmap for the mobile app platform

• Delivered the pilots for integrated ePOS (tills) and stock management solutions for all Retail & F&B units at 4 attractions• Influenced the selection of 3rd party vendor products• Notable deliveries included; o Rollercoaster Restaurant at Alton Towers – Merlin’s first self-ordering solution o Delivery of the ePOS/Stock solution for the opening of LEGOLAND Japan o The replacement of the commercial systems at Thorpe Park o eCommerce payments improvements

• Responsible for commercial propositions for new BT TV products, content and pricing offers, including business cases, go-to-market strategy and volume forecasting.• Accountable for BT TV trading sales and revenue, including proposition strategy, profit protection, sales optimisation and reporting.• Notable deliveries included;o Brought BT Sport to market on BT TVo Brought Netflix, Pay TV and Sky Sports to BT TVo Delivered new set-top box (YouView) strategy• Managed teams of up 15

I took an elective sabbatical in order to travel.

• Responsible for BT Infinity acquisition marketing campaigns and sales channel optimisation• Delivered through-the-line including Social, Email, Direct Mail, Outdoor, Print and local/experiential campaigns• Also responsible for OnLive (cloud gaming) acquisition marketing campaign

• Product management lead for new converged DECT device for consumer voice/broadband market• Defined and managed product requirements• Managed virtual teams including sales channels, insight team, product managers, technical delivery teams and external suppliers• Also managed the internal UI designers and external design team to define the user interface for the device and applications

• Joined on the BT Graduate scheme.• I was the lead for two product developments including a new multi-number Consumer VoIP proposition as well as an upgrade to BT’s Broadband Talk Phone. • Responsibility for the development budgets which were both in excess of £500k. • In-life product manager for BT’s Consumer VoIP products.• Responsible for enhancing the customer experience with external helpdesk suppliers. • Delivered significant operational cost savings as a result of 35% reduction in support calls over the period of 12 months.

• Key responsibilities included creating branding proposals for overseas customer units as well as presentations for management meetings on progress with implementing the brand strategy.

• Industrial Placement year at BT Syntegra (now part of BT Global Services) working on the Department for Work and Pensions programme (DWP). • Responsible for the governance and project support for a variety of projects delivering advanced contact centre and network solutions.• This role gave me a solid grounding in project management, and was the foundation for my final year dissertation.• As part of the PMO, I was involved in developing and managing project plans (using MS Project), as well as project control, finance and support.• Key achievements included; o Development of a Project Management Handbook (to PRINCE2 standards) o Delivery of a new document management system.