• Managed a diverse portfolio of global and local go-to-market and demand gen initiatives, campaigns, product launches and customer events, strategically driving pipeline growth, revenue and enhancing brand visibility across multiple markets.• Led cross-functional teams in planning and executing strategic marketing priorities, including messaging frameworks, content creation, localisation, design, and multi-channel execution to drive engagement and conversion.• Acted as a trusted advisor on programme and project management, driving increased maturity and consistency in project and service delivery execution across global teams.• Designed and optimised end-to-end operational processes that enhanced delivery quality, ensured compliance, and established measurable success metrics aligned with business objectives.• Served as a role model to internal and partner service delivery teams, promoting a culture of customer service excellence and empowering team growth through mentoring, leadership and fostering a collaborative work environment.• Demonstrated expertise in leveraging professional services automation tools (Wrike, Asana) to create detailed delivery roadmaps, optimise workflows, and enhance operational efficiency across projects.

 Owned and managed the operating model for Service Operations in EMEA, supporting a virtual team of 30 delivery consultants and project managers across seven countries. Ensured the model was well-defined, structured, and optimised to maximise customer value. Orchestrated sales and service enablement initiatives to ensure seamless transitions from sales to service delivery. Developed and implemented scalable processes and tools to enhance collaboration between sales and service functions, driving operational efficiency and ensuring exceptional client outcomes. Designed and implemented comprehensive operational processes to enhance service delivery quality and ensure compliance with internal and regulatory obligations, including Sarbanes-Oxley requirements. Proactively identified and mitigated risks, uncovering previously unknown liabilities. Provided accurate and timely reporting on key performance metrics with actionable recommendations to improve operational efficiency. Utilised professional services automation tools (e.g., Mavenlink, Power BI, Anaplan, Qualtrics, Atlassian) to streamline workflows and optimise service delivery.

 Oversaw the day-to-day operations of a rapidly growing Software-as-a-Service (SaaS) consulting practice, achieving approximately 40% year-over-year revenue growth. Managed a portfolio of 35+ client projects per quarter, while mentoring and empowering a team of six FTE across four countries and a pan-EMEA partner ecosystem. Delivered full-suite and single-module Human Capital Management (HCM) projects in the EMEA region, with contract values ranging from £40k to £75k. Directed multi-disciplinary consulting teams to deliver functional, technical, and business change solutions, leveraging commercial, consulting, project, and change management expertise. Led all aspects of project lifecycle management, including scoping, resource allocation, scheduling, documentation, reporting, solution design, build phases, user acceptance testing (UAT), budgeting, and financial oversight. Established and developed the quality and controls function within the delivery services organisation, designing and implementing policies and procedures to enhance management control and enable teams to meet individual and business objectives. Oversaw the NPS/CSAT lifecycle and led the successful rollout of Qualtrics in EMEA, delivering a systematic tool to measure customer satisfaction, identify trends, and drive tangible improvements.  Played a pivotal role in shaping and embedding innovative implementation methodologies tailored to customer needs and emerging trends. Successfully launched new fast-track implementation programs (8 & 3-week cycles), significantly enhancing resource efficiency, reducing delivery timelines, lowering costs, and improving client satisfaction. Re-engineered Cornerstone’s operational governance framework to support the transition from an “in-house” service delivery model to a partner-led model, enabling direct client contracting and optimising operational performance.

 Senior Project/Engagement Manager overseeing the implementation of full-suite Human Capital Management (HCM) software (SaaS) for leading global blue-chip companies, including Barclays, The Very Group, Carlsberg China, PwC, Prudential, and Heathrow Airports. Managed contract project services valued between £50k and £275k, delivering best-practice project management and world-class solutions for strategic customers Partnered with the sales organisation to highlight service capabilities, support pre-sales activities, and drive pipeline growth through tailored presentations, demonstrations, and solution scoping.

 Interim Project Manager responsible for deploying HCM solutions (Learning, Performance, Recruiting, Succession) for a diverse sector of clients in the EMEA region (One Housing Group, NATS, A2Dominion, Leeds City Council). Contract project services value ranging from c£50k to £125k. Managed contract project services valued between £50k and £125k, delivering end-to-end lifecycle management while collaborating with senior IT and business executives to ensure timely and budget-compliant delivery of system and technical functionality.

Entrepreneurial and client-focused Sports Therapist with 16 years’ experience managing a successful private practice. Skilled in assessing musculoskeletal conditions, designing tailored treatment plans, and providing holistic care to support clients’ physical and mental wellbeing.

Independent management consultant, business analyst, OD Professional and Change Manager.Projects focus on business model development and execution, business performance enhancement and corporate development.

- Led a piece of work to separate/divest parts of RBSG Corporate Banking Operations to Santander, in response to RBSG receiving state aid during the financial crisis. This includes responsibility for transferring and or re-branding all assets (front-line staff, electronic and physical information, premises etc) to the acquirer;- Accountable for delivering all business change activity, including responsibility for managing customer and staff journeys, project documentation (Scope, Terms of Reference, Reporting etc), communications, testing and implementation activity.

 Helped entrepreneurs develop strategic and operational capabilities by diagnosing, exploring, educating and designing empowering and innovative business models; Researched, successfully developed and applied an innovative, creative and practical framework (including both ‘hard’ and ‘soft’ organisational components to help entrepreneurs assess the ability of their organisation to deliver their business strategy / business model; Facilitated workshops, led and coached senior clients in environmental analysis and demonstrably improved understanding, business capabilities and organisational dynamics; Highest achieving post-graduate student for 2009/10 class.

Delivery of major change projects, or workstreams/portfolios of smaller projects, within the Retail Sector of Barclays Bank PLC. Ensured the effective management and delivery of the Group’s major strategic programmes (Portfolio size - over £150m). Created strategic plans and roadmaps, shaped optimal mix and sequencing of projects (pipeline management and prioritisation), led financial analysis (cost/benefit), produced and delivered executive level presentations and ensured effective governance and control of actions arising from c20 steering committees; Managed a portfolio of projects across the Retail business with a combined budget of £4.6 million. Delivered projects ahead of budget / time and ensured customer expectations were exceeded through a combination of excellent business acumen, good negotiation and financial management skills; Designed, developed and embedded the business change approach to support the delivery of key risk related projects (enabling more effective credit assessment). Exceeded business and client expectations by creating a comprehensive and compelling strategy, effectively managed staff transition and ensured staff buy-in;  Established and embedded governance and control processes and procedures to manage key change initiatives across the Retail Bank. Defined, delivered and maintained effective yet simple controls, ensuring the project deliverables (design, development and execution) met customer, quality and compliance targets.

Delivery of significant projects that deliver major step changes to the retail business Identification, planning and controlling of all business analysis & change management related activity on business change projects/programmes: As part of the Barclays / Woolwich integration, project managed the implementation of the business aspects of the integration on the retail branch network. Leading a team of designers, identified, evaluated and co-ordinated a review of the operational impact on the branch network. Successfully aligned the Woolwich to the Barclays operating model, re-designing and embedding operational business processes (e.g. cash deposit, withdrawal), managing staff transition and improving customer experience / reducing servicing times; Successfully managed the “people” integration of the Woolwich Building Society into Barclays Bank PLC. Led programme of cultural change delivering excellent business and financial results by implementing a world class target organisational design, leveraging the best of the two organisations; Professional development of staff through the successful design, development and delivery of training interventions for a global project management and time recording tool (c12,000 users). Managed the introduction of training solutions across 15 countries, resulting in a 20% reduction in annual training costs.

Led, directed and co-ordinatied the overall business change strategy to be adopted by a change programme or programmes within the reatil Banking Business. Led the design (business and functional requirements gathering), development, implementation and testing of a group-wide Internal and External Issue Tracking System to track regulatory and audit issues. Improved Barclays’ control of regulatory commitments as measured by the Financial Services Authority and decreased penalties by c£1.4 million per annum; Delivered £3.8 million of benefits per annum through the identification and project management of risk related synergies as part of the initial integration of the Woolwich Building Society into Barclays Bank PLC; Led highly successful programme of strategic change activity, focussed on the formulation of an appropriate strategy and development of targeted action plans. Led implementation of changes to people, process, systems and technology, leading to a sales increase of 15%, increased market share and improved staff morale; Responsible for extracting, defining, confirming and documenting the organisations' existing and future state business processes as part of large scale programmes of change; Delivered operational efficiency improvements of £12 million over a three year period by streamlining business processes. Managed the delivery, redesign and implementation of an Oracle Procurement system to improve the purchase to payment lifecycle;