Global Category Manager responsible for Consulting, IT Services and Temporary Resource spend across the Digital Business Services (DBS) function within HSBC. Key additional responsibilities include:• Leading the development and roll-out of a single global rate card for IT Services, Resource Augmentation, Contractor, and Consultancy spend • Leading the scoping, business case creation, and commercial activities related to the potential acquisition and deployment of a new system • Process & Governance Champion • Captain for cross-functional leadership development programme

Strategic Procurement Business Partner supporting senior stakeholders in Commercial Banking (CMB), Global Banking & Markets (GB&M), Wholesale COO (WCOO), and Digital Business Services. Key responsibilities and achievements included: • Designed and co-led a holistic cost savings opportunity assessment and savings realisation programme across Commercial Banking, Global Banking & Markets, and Wholesale COO; ensuring that said business areas are able to meet/exceed their savings targets • Led a deep-dive into Global Trade & Receivables Finance’s direct and indirect third-party landscape, to ensure that their supply base and processes are optimised to unlock innovation, whilst meeting their cost challenges• Supported Global Payment Solutions to conduct a review of their direct spend in each region to help identify and deliver cost savings. In addition to aligning Procurement’s value proposition against GPS’s key strategies• Produced and presented monthly MI packs to stakeholders in addition to managing the delivery of follow-up actions

Greenfield role focused on helping to set up the Supplier Management Function. • Built and implemented the vision, mission, key responsibilities, business case and mobilisation roadmap for function• Created, deployed, and managed new digital-only processes including supplier SLA onboarding, SLA/KPI/KRI breach management, service credit reclamation, supplier performance management automation, etc. • Managed the performance of key suppliers (primarily in the Business Process Outsourcing category), vendor owners and business functions, in addition to representing the function in various internal committees • Led remediation programme ensuring that Revolut’s supplier governance mechanisms were fit for purpose, including the introduction of SLA quality tools and eliminating a 57% gap between supplier SLAs in contracts vs. in the system

Promoted into this greenfield role where I led the Global Sourcing Centres of Excellence, reporting directly to the CEO of one division.• Led 4 teams/24 people focused on sourcing, category and supplier management in China, India, Mexico & Turkey• Transformed the Global Sourcing Centres of Excellence from “Underperforming” to “Good” status• Acted as a chief of staff/execution for the CEO across the supply chain organisation• Led feasibility studies & market suitability assessments to support Arrival’s market penetration strategy• Supported the definition & execution of Arrival’s group-wide global sustainability (ESG) strategy & roadmap, including obtaining board sign-off

Greenfield procurement role Key responsibilities included:• Designed and implemented new processes, policies, procedures, tools, and system modifications required to professionalise the company in line with compliance and start of production activities: redesigned the procure to pay process (P2P), produced the company-wide Procurement Policy and Procedures, developed risk assessment tools, and continuously improved our ERP systems • Crafted and executed organisational and operational strategies to support the scale-up of Arrival’s operations, including supporting the development of the Procurement Operations team, systems strategy, etc. • Led requirements gathering, translation, design, UAT, and roll-out for all supply chain related systems (primarily built in-house) working with key business stakeholders, product owners, designers and developers • Leading sustainability initiatives for the procurement and supply chain organisation, crafting and executing Arrival’s strategy

Senior Consultant at INVERTO, BCG's specialist procurement and supply chain consultancy. Advised clients on a variety of transformation, strategy, innovation, and cost reduction initiatives. Role consisted of both strategy development and implementation. In addition to project work, I supported knowledge creation, customer acquisition, and office development activities.Projects:1) Strategic negotiation and strategic partnership programme development for a market leading luxury goods company 2) Opportunity assessment and procurement organisation redesign for top quick service restaurant chain3) Project Management Office (PMO) lead for large implementation project at the aforementioned quick service restaurant chain

Represented the procurement function in the design and delivery of the value proposition across the business, in addition to representing the strategy and interests of Barclays Bank UK and Barclays International within the function. • Identified the need for, co-created, launched, and programme managed the procurement Customer Experience transformation programme; convinced CPO and leadership team of the need to pivot the functions focus towards delivering best in class customer experience. 9 workstreams were developed as a result, focusing on changing the culture, processes, systems, tools, communications, guidance, operating models, KPIs and feedback channels• Led procurement Cultural Change workstream, adapting procurement culture for 700 global employees, changing and embedding this within recruitment, employee incentivisation and socialisation programmes• Led Customer Journey Mapping workstream, identifying key friction points, creating 108 problem statements for resolution within cross-domain teams • Client engagement co-lead for Barclays Wealth and Barclays 360 business units, identifying and driving actionable and strategic insights for P&L savings, tender strategy support and innovation opportunities • Developed purchasing maturity matrix, consulting the business unit on its performance in relation to behaviours that drive cost into procurement. Reduced overdue invoices from average of £3.5m to £55k, retrospective orders from 31% to 9%, increased PSL compliance from 80% to 98% and payment on time from 65% to 86%

Led a team of 6 Senior Buyers, Buyers and Senior Purchasing Assistants. Responsible for spend of ~£600m across 6 legal entities for the IT, Telecoms, Facilities Management, Logistics, Construction and Professional Services categories. • Effective communication and collaboration with international senior managers; deputising for and supporting the Head of Procurement in leadership forums and initiatives• Pioneered Daimler AG change management programme in the UK (Leadership 2020), leading two work packages• Bundled and programme managed high value (£219m) logistics and operations cross-business and service tender • Crafted and implemented the team’s local and global strategy as part of the “IPS Next Generation” procurement competency and process improvement programme• Developed and introduced management tools including contract tracking and workload management systems

Worked within the Daimler International Procurement Services. Was solely responsible for managing the Facilities Management category for all sites owned by Mercedes-Benz Passenger Cars UK Limited, Mercedes-Benz Trucks UK Limited, Mercedes-Benz Vans UK Limited, Mercedes-Benz Retail Group UK Limited, and Daimler Parts Logistics UK Limited. Key Tasks:• Identification, management, and implementation of high value tender activities/opportunities• Complex contract negotiation, and creation (including group contracts)• Corporate governance, and compliance• Category strategy creation, and management• Strategic supplier management and key stakeholder relationship management• Mentoring, and management of intern students

Worked within the Daimler International Procurement Services. Was solely responsible for managing the IT, and Telecommunications categories for 5 separate legal entities (Mercedes-Benz Cars, Vans, Trucks, Retail Group, and Daimler Parts Logistics) within the United Kingdom. Key Tasks:• Strong negotiator demonstrated by £52M (34%) cost saving for the UK’s largest contract, negotiating with executive directors from blue-chip companies• Identification, management, and implementation of high value tender activities/opportunities.• Complex contract negotiation, and creation (including group contracts)• Corporate governance, and compliance• Category strategy creation, and management• Strategic supplier management and key stakeholder relationship management• Internal consultancy/tender support to Mercedes-Benz Financial Services• Mentoring, and management of intern students

Led new product introductions and supply chain projects within EMEA. • Led cross-functional multi-site teams in Romania and UK • Nurtured business and supplier collaboration to efficiently bring innovative and cost-effective products to market• Formulated and executed supply chain strategies to align to niche business needs whilst mitigating risk to operations and maximising commercial viability for 4 new product launches

Developed and implemented initiatives and tools to increase purchasing functional excellence globally, with specific emphasis on risk mitigation, process improvement, global data analysis and people development. • Led supply chain risk identification and mitigation strategy creation including make vs. buy• Developed and implemented supplier payment term improvement initiative releasing £11.5m in cashflow• Analysed and created business case for outsourcing manufacturing process, delivering £100k (20%) cost saving• Identified £235k (8%) cost saving opportunity through manufacturing process and supply chain redesign

Research project whilst completing my final year of undergraduate studies. Dissertation title: An investigation into globalisation’s influence on the uptake of global sourcing strategies; in consideration to the adaption of traditional verses non-traditional procurement strategies for companies operating within the UK manufacturing industry.Received a mark of 85% and an award from the Chartered Institute of Logistics and Transport (CILT).

Managed 2 categories for the Stamford plant, managing key suppliers, tender opportunities, and new demand.• Achieved an £220k (11%) annualised cost saving through the identification of efficiency opportunity• Conducting data and business analysis around product build costs, resulting in business transformation and sustainable profitability improvement that ensured the site could remain viable • Implemented and tracked key opportunities to reduce product costs and improve competitiveness vs. offshore manufacturing

Part time role to supplement my full time studies. Worked in a variety of different roles and in a number of different departments in-store.