Member of the Pandora D&A leadership with accountability for shaping and driving the transformation of the D&A organisation of 220 staff as a flagship component of the wider digital and data transformation agenda at Pandora. Key outcomes delivered included:o The development of a D&A Strategy aligned to the Pandora business strategy and priorities with associated shift in focus to deliver metric based, business outcomes and operate as a valued contributor to the business. o The design and implementation of an effective financial management and governance framework, a standardised operating model embracing agile ways of working and an approach to ensure that all work undertaken was tightly aligned to the Strategy and business value. o An organisational restructure to align with industry best practice and an inclusive approach to staff engagement.

Directed the reshaping and integration of the Chemicals and Manufacturing IT organisations into a new information and digital organisation as part of a company-wide restructure impacting 500 employees across 25 countries. Led the Chemicals IT Delivery organisation of 100 staff across 4 countries, with a multi-million-dollar budget to enable digital transformation of the Chemicals business This was achieved through a strengthened focus on data analytics, world class project delivery and transformation from a project to a product based operating model.

Led the transformation to a product management based digital operating model to enable enterprise agility as part of a major restructure of the IT function across four country hubs. Directed a multi-year enterprise-wide organisational transformation programme focused on driving greater business value from IT under the direct governance of the IT Executive. This resulted in year on year improvement in the business’s perception of the IT function as measured in an annual survey of the top 300 business leaders. Key aspects included:o Professionalised the business interface function, across 25 major business segments, involving 1,200 senior staff accountable for a multi-billion-dollar budgeto Implemented standardised roles, competence frameworks and a learning curriculum resulting in IT operating as a strategic and digitally literate partner to the businesso Developed and rolled out a framework for developing IT strategies and architecture roadmaps for all Shell business segments now embedded in the enterprise IT operating model and used for business engagements o Created and implemented a framework and disciplined approach to ensure technology budgets were robust and aligned with business value driverso Rolled out a toolkit and change programme to develop multi-disciplinary IT teams working across organisational boundaries and a thriving business centric, value focused community and culture

Accountable for IT for the Real Estate, Travel, Corporate Security and Aircraft functions which made up 50% of the Corporate Functions, across 50 countries and spanning a diverse set of business processes.Built a strong multi-disciplinary team of 80 staff working across all parts of the IT Function and managed IT operations for 60+ applications.Shaped and implemented technology enabled business solutions whilst delivering a significant project portfolio, including a best-in-class, standardised operating model and application for physical asset security and identity management across all global sites.

Led IT for the Retail Network business spanning Planning, Real Estate, Engineering, Environmental Services and Health and Safety for a worldwide network of 45,000 retail sites.Managed a team of 50 people with a budget of $20m operating as part of the Retail Network Business and IT Leadership teams.Shaped innovative technology opportunities whilst delivering a portfolio of projects and managing IT operations. Directed a Lean Six Sigma programme which delivered $2m+ savings per annum.

Led the PMO for a $1.5b global SAP business transformation programme with 1000 staff, driving process standardisation across all Downstream segments Accountable for development of the programme strategy, methodology, plans, progress tracking, risk management, quality assurance and resource management

Worked as part of a global leadership team to set up and manage a global shared service provision of 600 senior world-class project managers.Led the UK team of 60, budget of $20m and shaped and implemented a standard project management methodology and capability development programme.

Operated as part of a business leadership team to transform the management of master-data across all Downstream businessesSetup a global operating model and tools to centralise and offshore data management activities to the Shared Service centres in Asia and Europe, resulting in significant cost savings and data quality improvements

Undertook a wide range of IT jobs including consultancy, business analysis and programme management covering a wide range of technologies and business areas in Shell Australia. Early experience also included two expatriate assignments from Shell Australia to Shell UK Oil and Shell International.