In addition to my responsibilities related to International Supply Chain Strategic Transformation, I took the leadership role of Heading the EMEA Supply Chain. In this role I am responsible for forward and reverse logistics across CPE, Buy to Sell (ERS) and Service (RMA) business channels delivering to customers in Europe, the Middle East and Africa - Orange Business’s biggest regions by some considerable distance.

Leading Supply Chain Strategic Transformation, I align, develop, and execute change across the OBS Supply Chain footprint. For example:* Supply Chain Experience change program: our aim is to create a digital, sustainable & globally integrated Supply Chain delivering a compliant world class customer experience. SCx has 3 focus areas:- People- Process- TechnologyThe Supply Chain Experience program to date:- I created the vision and strategy for SCx. Developed & wrote the BRD and put in place the stakeholder governance structure & business case. I led the vendor selection, negotiated the commercial agreement, and put in place the contractual structure. Projected Opex and Capex benefit of $8m across 2 years, ROI in 3 months. - Out tasked all contextual work in inventory procurement and order management across the Service and CPE supply chains and inventory procurement in the Buy to sell supply chain to our new business partners. - Replaced the Service Parts Planning tool and put in place a world class Global Inventory tool. - Developed the Define, Measure, Analyze, Improve and Control process to deploy the Order Management tool - Ran multiple People Surveys monitoring the progress of all aspects of the change; stella results were seen throughout.* The OBS Fusion change program is a full replacement of the Oracle ERP system (NFPS) with the latest Cloud Based Oracle solution (OBS Fusion) ERP tool. The program to date has:- OBS Global Supply Chain has been correctly positioned within companywide program.- Formed a Global Supply Chain resource team enabling the program to draw on a ocean of collective experience. - The creation of 90+ Use Cases which describes, in detail, the Inventory Procurement & Supply Chain needs of the OBS business.- Took a leading role in Conference Room Pilots.

I put in place the OBS Global Supply Chain PMO. This included building a team of project management professionals, putting the project tracking tool (POP) in place and worked closely with project managers & other key internal stakeholders to ensure a joined-up approach to implement on time, to budget & planned outcomes.As part of my PMO role I personally:- Guided the Global Supply Chains response to BREXIT, which resulted in moving the ‘Buy-To-Sell’ Supply Chain, to a new warehousing and distribution facility I set up in the Netherlands. - Moved the Service Supply Chain, including all warehousing from France to the Netherlands. - Moved of the CPE Supply Chain, including all warehousing from France to the Netherlands. - Led a Service Improvement Plan for the key 3PL in EMEA, moving there On Time performance from 80% to 99% whilst building robust relationships. - Led a Service Improvement Plan for the International Supply Chain (India team). This led to a strategic transformation of the entire Global Supply Chain organization.- Additionally, I coordinated the Supply Chain team through the Covid-19 pandemic.

Leading the West Europe service operation, I consistently achieved >98% 3D TAT across all countries in region. This operational achievement was matched with strong financial control, <3.5% E/R, over the period.This personal performance led to an EMEA wide biz Ops role in 2015 which entailed managing the EMEA Ops P&L, collaborating with sub regional leads to setting the EMEA Ops KPIs, rolling out a bespoke EDI interface system into 40 vendors and people management responsibilities of a team who manage RTV activities, Customer Satisfaction reporting, service related IT Projects & B2B Service Sales support.After a business restructure, I was appointed Head of EMEA Services for Lenovo's Mobile Business Group in 2016.Key Terms: "Inventory Planning" | "Customer" | "Purchasing" | "Supply Chain" | "Finance" | "OPEX" | "Vendor Management" | "CAPEX" | "Customer Satisfaction" | "Customer Loyalty" | "Demand Planning" | "Forecasting" | "Repair" | "Vendor Management" | "Contract Management" | "ORACLE" | "Procurement" | "Inventory" |

• Established the CPE Planning team in a central role in the Virgin Media CPE S&OP cycle, allowing the planners to influence sales activities and proactively manage changes in the inventory profile. Also took operational ownership over the relationships with the CPE Suppliers, gaining greater control in the upstream supply chain. This control brought a greater balance to the inbound supply of inventory and the replenishment of the 53 forward stocking locations across the UK. The increased internal and external collaboration of the CPE Inventory Planning team led to Virgin Media exceeding the Liberty Global inventory Stock Turns target.• Leveraging the ‘new’ relationships with the supplier community gave us the opportunity to assess and use OEM held Buffer Stock. This replaced the 'PO Push out' strategy of 2012, and reduced Capital Inventory purchases by 37% from 2012 to 2014.• Minimum network inventory was reduced from 22 days of capitalized stock to <8 days at Year End (YE). This reduction in inventory over achieved against our fiscal YE inventory targets; with 100% material availability. • Through the introduction of a Dashboard / Score Card the ‘planning assumptions’ in the MRP model were restated. A multi milion pound saving of CAPEX and OPEX was seen in 2013. Using the statistical analysis as the guide, a further CAPEX saving will be seen in 2014; this time leveraging and maximising the reverse supply chain and repair vendors. • Using and maximising the inventory flow though the Reverse Supply Chain operation resulted in CAPEX avoidance, (repairing CPE products rather than buying new). In 2013 & 2014 CAPEX avoidance will be £100M+.Key Terms: "Inventory Planning" | "Customer" | "Purchasing" | "Supply Chain" | "Finance" | "OPEX" | "Vendor Management" | "CAPEX" | "Customer Satisfaction" | "Customer Loyalty" | "Demand Planning" | "Forecasting" | "Repair" | "Vendor Management" | "Contract Management" | "ORACLE" | "Procurement" | "Inventory" |

Responsibilities: • Accountable of all Cisco Service Logistics in the UK & Ireland territory and the Strategic Service Providers within EMEA• Business Development – Working closely with companies such as Citigroup, IBM, BT and Vodafone to develop new services. • Customer Satisfaction – Initiating innovation within the supply chain by proactively building relationships with the customer base and seeking to understand why they are satisfied/dissatisfied with Cisco Services. • Complex Deal Support – Development of the Cisco supply chain to clinch critical deals. For example, my innovation lead to the closure of a Pan-European support contract worth in excess of $57m with Vodafone. • Process Development - Improving, optimising and then stabilising the Cisco Reverse Supply Chain in the UK over a 24-month programme led to a $90m reduction in unreturned assets. • Complex Project Management - Managing several highly visible projects to implementation. The 'K&N Warehouse Management System' and leading the EMEA services team through the 'Oracle 11i platform' are two high profile examples.Key Terms: "Service Delivery" | "Entitlement" | "Serial Number controls" | "Fraud Prevention" | "Contact Center" | "Supply Chain" | "Vendor Management" | "Contract Management" | "Customer Satisfaction" | "Customer Loyalty" | "Compliance" "Service Delivery" | "Demand Planning" | "Restriction of Hazardous Substances" | "Forecasting" | "Repair" | "Supply Chain" | "Vendor Management" | "Contract Management" | "RoHS" | "Procurement" | "Spare Parts" | "Inventory" | "FMCG" | "Dynamic Sparing"

• Scoping and planning of the identified Projects for the financial year • Execution of the global cross-organization IT projects on time and on budget. Key Terms: People Leadership | Budgeting | Planning | Resource Management | Client Management | Outsourcing | Remote Management | Managing Internationally | People Management | DAMIC | PMP |

Build a planning team within budgetary constraints to actively manage the service requirements specific to the EMEA region through a worldwide supply chain & maintain service delivery performance at a world-class level. The welfare and the development of the EMEA planning team which consisted of 3 planners. The team managed $500m of product (standard cost) through the supply chain and maintained a targeted material availability of +98 to the end customer. The planner's responsibilities were extended to the 'build plan management' at various Repair facilities within the EMEA region, reacting to both short and long-term lead times.Through my time as Planning Manager, the EMEA team consistently achieved customer satisfaction targets, removed the 1:30 sparing ratio replacing it with the dynamic sparing system, and maintained & improved Expense:Revenue and Inventory:Revenue.Key Terms: "Service Delivery" | "Demand Planning" | "Restriction of Hazardous Substances" | "Forecasting" | "Repair" | "Supply Chain" | "Vendor Management" | "Contract Management" | "Customer Satisfaction" | "Customer Loyalty" | "RoHS" | "Procurement" | "Spare Parts" | "Inventory" | "FMCG" | "Dynamic Sparing"

Nissan Manufacturer / Magna Kansei Limited, Tyne & WearResponsibilities & Achievements To develop the Logistics Systems between NMUK and its supply base, ensuring timely delivery of service and production parts. - Managed all in-house, service supply, and trial manufacturing. - Raised the service level for in-house service parts from 60% to 98% and I was part of the team that increased outsourced service parts availability from 96% to 99.8%.- Expanded my portfolio of outsourced suppliers from 9 to 32 in the first 6 months. This eventually led to a 9-month assignment working with Magna Kansei logistics management.- I provided statistical analysis, highlighting the performance of the department. This analysis was presented to management on a weekly/monthly basis.- Regularly participated in project work regarding parts procurement.