• Built relationships and collaborated with Managing Director, Operations Director, Finance Director, Transport Managers and Tax Team to deliver and provide analysis• Developed, delivered and evolved Operational Fleet Dashboards at Company, Division and Business Unit levels for the Executive and Divisional directors and management teams• Developed and delivered a suite of reports for the Fleet Managing Director and Fleet Management Team to support the Operational Dashboards to enable them to have a clear understanding of key measures regarding the Kier fleet vehicles. This included in-depth reports of accidents, car allowance tracking, grey fleet profile, existing hires report, motoring contraventions including fines, fleet profile movements, supplier profile, and short-term hire dashboards • Supported Fleet Finance Team to produce Quarterly Report including financial modelling of leased vehicle renewals, rebates and annual revenue. Also, costs incurred during the lifecycle of a vehicle to develop cost synergies• Assisted Fleet Finance Team in producing monthly accruals• Provided support to Finance Management Team to deliver and maintain Financial Dashboards, covering Purchase and Sales Ledger information• Collated and delivered reporting for the Tax Team to enable the production of P11d statements for company car drivers• Proposed improvements to current data management processes and procedures and enabled implementation• Developed ad hoc and bespoke reports and analysis as requested by the Fleet Management Team and internal customers• Involved in costing model for the implementation of a Fleet Management System, however, due to futureproofing, this project was not fulfilled• Data for reporting and analysis sourced from multiple sources. As such, conducted regular data integrity reviews and shared importance of data accuracy and consistency with colleagues and its wider impact• Encouraged and helped develop MS Excel skills of colleagues

• Delivered and maintained reporting tools for the Operations KPIs for the Autoglass Exec Team, Regional Managers and Branch Managers• Delivered a standardised technician performance management tool for 1000 technicians • Delivered tools for internal company rewards and competitions• Supported senior management in headcount reviews and individual performance and disciplinary investigations, using sensitive employee data• Led the yearly van audits project on a fleet of over 1000 vehicles, liaising with other departments, impacting on pay for over 1000 technicians• Reported to parent company on productivity of field operations using a number of KPIs• Challenged current procedures and proposed improvements to ensure consistency and fairness• Reviewed and gave feedback on work of Business Intelligent Analysts• Extended web-based Data WareHouse reporting capabilities from Sales to Operations divisions, ensuring consistency of data recording across 100 branch offices and training in DWH to Branch Managers• Member of the HR led Pay & Rewards project team and also Employee Forum member for staff at risk of redundancy• Received four recognition awards at Company conferences for my work and achievements

Secondment to a program delivering economies and efficiencies of future field operations• Auto-Scheduling and Driver Efficiency projects involved Operations, IT, HR, Fleet and Regional/Branch staff and external suppliers of hardware and software­• Involved supplier selection, pilot, monitoring, data integrity, business case, developing reports, communications, national roll out and post implementation review­• Driver Behaviour project shortlisted for 3 industry awards, including 1 win