Led the Avon Group Shared Services transformation programme at Avon to support the global reshaping of the finance function.

Led the operational readiness and change programme for the reshaping of the Deloitte city of London campus

Asked to return to Monitor to set up and implement a new operating model in their Provider Regulation directorate of c. 200 people. The changes were required to be delivered at pace while preserving focus on the ever increasing complexity in the BAU operation. My Objectives were to:• Design and Implement new operating model.• Introduce business planning and KPI monitoring disciplines • Recruit as pace 80 new posts.• Set up and run the new Operations and Performance function until permanent role filled.• Introduce new processes and ways of working.

A short assignment to cover the role of Head of On Board Service while a replacement was recruited. My remit was to lead a function that operates in the UK, Belgium and France and effectively manage a number of major contracts (c.50m) during an important time of change for the business. My Objectives were to:• Implement a new contract agreement with the On Board Service supplier.• Develop and assure the readiness plans for the introduction of new fleet.• Oversee the development of change engagement initiatives.• Ensure the success delivery of a number of outstanding projects.• Negotiate with the unions the introductions of new working practices relating to Train Managers.

The organisation was going through a two year transformation as it took on more accountability due to the NHS reforms. My remit was to lead a £11m programme that would ensure that the organisation had the capacity, capability and facilities to deliver its new role. The objectives of programme were to:• Delivery a new operating model and manage the resourcing of an increase in headcount of 120 to 450.• Develop, map and implement all new processes.• Integrate new functions into the organisations from other parts of the Department of Health.• Scope, develop and deliver new business IT systems that supports the new processes.• Fit out and populate larger premises to house the new organisation and support the new operating model.• Develop a change programme to support the people to adopt the new values and new ways of working

Supporting this start up company to develop processes, project disciplines and governance to achieve their ambitious development and build programme.

Developing the business case and programme plan for a major change in both business systems and operational processes

The set up and initation of a cultural change programme with Network Rails' 35,000 workforce.

Accountable to the BAA Executive and reporting to the Managing Director for the delivery of a launch readiness programme enabling Terminal 5 to open. Leading and managing a diverse and complex portfolio of disciplines to deliver on time and on budget.

Accountable to the Customer Service Director for the implementation of a major an organisational change programme which reduced the management population by 30% and introduced a new operating model.Responsible for the customer service, facility management and security of Heathrow terminal operation and landside ground operation. 69 million passengers, 2000 staff and an annual operating profit of 200 million.

Member of Executive Team. Responsible for the leadership and management of 1000+ staff across two train franchises. Accountable for the resourcing of train crew, provision of a 1st class complimentary service, operation of train guards, retailing of on board ticketing and the profitability of on board retailing. Managed a turnover of c.£45m and a cost budget of £30m. Span of control included frontline operation, resourcing team, finance, safety, HR, IR, logistics and product development.

Internal Consultancy set up to support business change. “The consultancy” provided a service for the different Whitbread businesses. Provided expertise in business strategy, process redesign, change management, project management and service improvement programmes.

Multi site management of Restaurant, Pubs and Hotels. Responsible for 12 restaurants and 5 Travel Inns in East London with an annual turnover of £18 million and profit of £6 million. 54 managers and 450 staff.