- Led team delivery of connected and automated commercial IT planning solution (AnaPlan) across all global markets and central functions, to become recognized as the single source of data for quarterly commercial planning and approvals of Fixed Marketing Investments, Selling Cost Expenses and Vehicle Incentives (VME).- Incorporated wider team responsibilities and remit, in consideration of interdependencies between used car residual values, incentives and pricing strategies.

- Successful amalgamation of 2 disconnected operational teams into 1 aligned Commercial function with the primary objective of creating aligned and transparent understanding, analysis, reporting and connectivity in respect of marketing investment of c. £2.5bn p.a. across the global Top-20 markets. - Established departmental strategy, structure and responsibilities matrix (Task SMEs / Regional Interfaces / Brand support) to cohesively link and engage all x6 team members to provide appropriate job enrichment and development opportunities for all individuals.- Defined and delivered a Variable Marketing Expense (VME) investment assessment tool for all JLR vehicles lines across global markets to challenge and steer revenue and profit maximization actions with special focus on capacity constrained products.

- Appointed into this newly created Commercial role based on my financial and operational business experience to drive ‘Sales Efficiency’, with a particular focus on vehicles sale incentive (Variable Marketing) spend efficiency.- Defined and launched globally consistent classifications and terminology to aid operational understanding and transparency of vehicle incentive spend for all JLR vehicle lines.- Responsible for defining and delivering a 6 year Business Planning process and IT tool across 5 global regions to create insight, understanding and efficiency in respect of spend of c. £1.6bn p.a.- Worked closely with Sales & Finance Directors from 5 global regions to challenge planning principles and drive spend efficiency into operational budgets.- Insight created supported delivery of roadmap savings requested by CEO of £100m for 18/19 budget, and IT tool embedded clearly defining planning principles to underpin future JLR vehicle assumptions.

- Ultimate UK responsibility, operating as vehicle line MD, to define and lead launch activities for F-PACE, E-PACE, F-TYPE & XJ across multiple years.- Responsible for F-PACE UK launch to become the fastest ever selling Jaguar in the UK market.- Required to complete extensive external analysis of competitor activities and segment trends to inform and steer internal analysis and proposal in respect of the Jaguar offering.- All analysis summarized and presented to UK NSC Directors for UK approval, and central global functions of Product Marketing and Finance for global approvals.- Engaged with and successfully managed relationships with multiple external stakeholders namely Retailers, Residual Value Setters, Press and Customers.- Annual vehicle volume responsibility of c. 33k vehicles generating revenues > £1bn.- Defined appropriate product specification, pricing, derivative mix and segment share metrics to maximize sales volumes and financial performance of launched vehicles.

- Newly created role (established by new UK NSC MD who joined from Audi) to sit on management 1st line and to define, embed and manage an all-encompassing meeting governance and metric driven cadence within UK operations to drive aligned business performance.- Scorecard defined, created and embedded within Business Performance Review forum.- Played key role in assisting system deployment of new SAP invoicing system within JLR acting as conduit between NSC functions to ensure system and supporting processes were fit-for-purpose.

- Responsible for financial consolidation, analysis, reporting and steering of Jaguar UK NSC financial performance.- Supported financial analysis to re-position Jaguar XF 12MY to maintain ongoing segment share achievement.- Role expanded to become responsible for JLR UK NSC incentive management: approval, analysis, reporting, payment and control framework.- Led project to in-source JLR incentive payment process from 3rd party supplier to save c. £400k p.a.

- Operated in capacity of FD leading a small team and being responsible for all financial aspects within an overseas National Sales Company (NSC), with special focus placed on internal control processes and governance.- Assignment offered the opportunity to gain invaluable insight, experience and appreciation of all aspects of financial operations (Incl. AP & AR / Cashflow Forecasting / Inventory & Asset Management) which underpin successful business operations.- Against the backdrop of the 2008/9 global recession a corporate decision was made to close the NSC, therefore 6 months into the assignment the focus of my priorities needed to change.- As the only non-local employee, I had to lead the on the ground closure of the NSC completing all necessary activities to achieve the closure, including repatriating c. 500 vehicles (est. €25m) back to the UK and reclaiming the appropriate VAT refund back from the Irish Revenue.

- Initially responsible for leading team to validate, approve and audit achievement of material cost reductions generated by component design changes = c. £50m p.a.- Role expanded to include material cost reduction tracking of non-designed (supplier negotiated) cost reductions, through creation, recruitment and development of Finance Leader (Business Partnering) organization to operate as ‘matched pairs’ within the purchasing and engineering functions.- Accurate reporting and successful achievement of TVM targets c. £270m p.a., presenting status and action plans at monthly Material Cost Reviews with CEO, CFO and Heads of Purchasing and Engineering.

- Financial controller for PD investments on x2 XJ vehicle programmes being responsible for material cost and capital tooling investment tracking.- Vehicle line programme reporting re-engineered and process improvements shared across all JLR products to drive consistency of reporting.- Vehicles delivered on cost and to time- Promoted to Management Grade after 19 months in post.

- First junior analyst role within JLR, operating alongside management graded personnel completing the same job for different regions.- UK based MS&S finance consolidator and representative for JLR operations and sales performance in Middle East & Sub-Sahara and Africa.- Promoted to Senior Analyst after 18 months in post.