Led operations, logistics, and customer service teams, managing £m distribution budget across eCommerce, digital partners, wholesale, and stores. Executed a multi-year supply chain strategy to fuel business growth, partnering with 3PLs, freight forwarders, and key suppliers to deliver.

Led the Technology team, growing from 3 to 15 in 3 years, including establishing an inhouse engineering capability. Owned and delivered Seraphine’s Technology strategy inline with business strategy. Responsible for delivery of the programmes and projects within the IT portfolio. Controlled the budget for technology including eCommerce.

Established a demand management process for Harrods that allows the business flexibility to take advantage of new opportunities, while working within the constraints of an annual planning cycle. Developed a 3-year foundational technology roadmap to ensure IT systems fit for purpose to deliver Harrods business strategy, resulting in an 100% increase in capital investment from 2017 to 2021. • Led a high performing team of Business Relationship Managers, Architects, Business Analysts and Product Owners ensuring collaboration, engagement, and agreed priorities with the business

Delivered the redevelopment of the harrods.com website and the implementation of a leading multi-channel eCommerce platform in partnership with Farfetch within 18 months, to agreed scope and within budget

Developed IT strategies for each of Harrods main business areas; Retail, Harrods.com, Product, Customer, Supply Chain and Corporate that is aligned to the business strategy. Developed and maintained a technology strategy which supports the business and creates an optimal balance of performance against cost. Implemented appropriate and fit for purpose governance across IT, allowing an appropriate balance of control and agility. Led key business stakeholders to create a balanced 2017 IT investment portfolio, securing an 70% increase in capital investment from 2015. Grew the PMO, Programme Manager, Project Management and Business Analyst teams from 8 to 30 in less than 2 years

Key Achievements* Established BA Practice to ensure more consistent delivery, improved quality and communication and better engagement with the business* Introduced a defined yet flexible framework for analysis and requirement management, ensuring adherence to appropriate standards and governance* Developed a competency framework for all BA grades to evaluate performance more effectively, identify skills and competency gaps more efficiently, and customise training and professional development to each BA Responsibilities* Use knowledge of ASOS, retail and technology to provide input in to the prioritization of desired features, working directly with product management, programme management and other senior stakeholders* Responsible for the line management and career development of a team of 10 BAs* Set up core objectives for BAs to ensure standardisation against competencies across all programme streams* Provide leadership to the BA community and proactively coach and mentor members of the community, as well as promote ideas and techniques for Business Analysis process and methods * Provide mentorship and coaching to the Lead Business Analysts and assist them with transition from a delivery role to a strategic programme and practice role* Lead the quality assurance of key business analysis artifacts within the programme team as well as working with the Lead Business Analysts and the appropriate stakeholders to ensure quality across the entire programme* Understand and connect strategies from difference business unit portfolios and cascade across to ensure business dependencies are understand and managed across the programme* Have sight of all BA deliverables across the programme team and assist the teams with practical advice and support.* Understand and participate in IT governance process and the IT technology project life cycle, including the creation, maintenance and review of the key artifacts required, also promoting BA understanding of these

Key Achievements* Lead Business Analyst on the ASOS iOS app project which won Best App at the PayPal Etail Awards 2012* Product Owner for the ASOS Product and Basket API project, allowing both internal and external developers’ access to ASOS.com’s fill project range as well as ‘Add to Bag’ functionality. These APIs are also the foundations for all ASOS mobile applications.* Senior Business Analyst for the ASOS Outlet project including the re-launch of the ASOS.com website to include both Outlet and ASOS Kids* Senior Business Analyst on ASOS.com Navigation & Refining project where a bespoke product navigation and filtering solution was implemented to allow customers to more easily browse the ASOS.com site* Acted as Project Manager as well as Business Analyst for many projects of small to medium sizes with teams of 8 to 15 members.* Detailed business and requirement analysis for the ASOS mobile project stream for mobile site, iPhone and iPad application development.* Led the RFI/RFP process for a new Search and Recommendations engine for the ASOS.com website* Presented and communicated to all areas of the business on a regular basis including Directorship level.* Liaised with third party suppliers to establish requirements and ensure each project was on track at each milestone* Acted as Product Owner/Business Analyst for both website and Back Office projects & initiatives such as ASOS Mobile, Search and Recommendations, Navigation and Refining, Save for Later, Pricing by Option, ASOS Premier, ASOS Outlet, Gift Vouchers, Customer Care Contact Management, Refunds and Returns improvements, SEO, Web Analytics, Multi-Variant testing as well as multiple ASOS website redesigns* Provided Business Analysis expertise and insight for both the ASOS Pathway and ALM Programmes

Business analyst for the Sales and Acquisition area, including Business Process Management and Commission modules. A key part of this role was requirement gathering and management as the sales module had to be developed from scratch. Process mapping and clear documentation was key, as was clear and concise communication, as the developers building the new software had no sales knowledge or background.Achievements:* Designed, developed, tested and implemented sales and acquisition module for Gentrack* Designed, developed, tested and implemented a commission calculation process * Lead Business Analyst on a project to implement a nationwide set of standard B2B processes based on XML-based transactions, via a central hub* Designed, developed, tested and implemented automated prize draw system* Created training material for Sales and Acquisition module, and provided training for trainers when required

System business analyst for Origin Energy’s billing systems. The ability to develop business requirements and functional specifications has been fundamental to this role. Organisation skills have been required in order to coordinate user acceptance testing with other groups within the business, and the release of system changes and enhancement into a production environment. Achievements:* Reduced Helpdesk calls for CIS OV from 1200 to 300 in 6 months* Implemented a Diagnostic Tool to help Billing identify issues with accounts* Transition of bill printer from EDIPost to HPA* Implemented an automated notification process to advise LNSP’s of Customer Details Updates * Implemented a meter reading upload/download interface for Manually Read Interval Meters

Provided system specialist services and support to all levels of the business. A key part of this role was to build effective relationships with the software and hardware support teams, and to work along side user with varying levels of understanding. This required a wide understanding of all aspects of Gentrack. Excellent analytic skills were essential in order to resolve issues in a timely manner. Achievements:* User support for over 200 users* Assisted in the design and start-up of Contractor Management Software (interface with Gentrack) to automate the issues of service requests to contractors* Developed a refreshable on-demand training database * Transitioned all system generated customer fulfillment to Western Mailing (external mailing house)* Identified and implemented systems improvements to reduce the time taken for overnight processing from 10 hours to 3 hours