Responsible for running the business transformation and elevating procurement for Rentokil Initial North America

COO: Autism Speaks: The worlds largest autism related non-profit Brought in by the Board Chair to restructure the organization, define and implement strategy, drive process improvement and increase revenue:• Materially improved the financial position from a deficit to a surplus in 16 months. • Drove the strategy process through to Board sign off to define the organizations priorities, deliverables and implementation plan.• Restructured the organization to reduce costs whilst implementing the required infrastructure, processes and controls to support both short-term financial management, growth strategies and mission delivery. • Defined and implemented growth strategies for key revenue streams such as Corporate Partners, Major Gifts, Walks and Events as well as a revised Online Marketing strategy.

Responsible for definition and implementation of the procurement transformation for global €3b spend. Reporting to group EVP and CFO: 120 reports. Delivery includes:• Develop procurement organization and capabilities across countries and labels optimizing the process and insights to leverage global category spend, reduce costs and maximize value from suppliers.• Created a multi-pronged strategy linking procurement to business processes, allowing new levers to be used to drive both savings and value from demand, supply and process improvements.• Changed the culture of the organization to facilitate working across country, label and functions; identifying new areas for procurement to become active and deliver cost savings.• Negotiated property deals for UMG’s NYC and Santa Monica offices, delivered at below market rates. • Resulted in quadrupling the category manager’s savings while increasing EBIT savings by 30% in one year (from 2% to 3% in 2014, forecast to move 4% in 2015.)

Responsible for global procurement and physical supply chain and business owner for the Global Rights Management strategy for the £1.5b spend: Reporting to CEO and a member of the Executive Committee: 180 reports. Delivery included:• Setting up a new global procurement organization based on category management principles. • Definition and implementation of sourcing strategies in all key spend areas (direct and in-direct) delivering 15% reductions in total third party spend over three years.• Aligning procurement with key stakeholders to support supplier innovation and drive value- creation from the supplier base. • Re-engineered U.S. and European manufacturing and distribution to deliver industry leading supply chains with the lowest cost base in the industry. Significant savings in Japan and S. America.• Implemented group payment polices to materially increase EMI’s cash position by over 25%.• Created policies and controls increasing span of control, while maintaining the creativity of the music business.• Designed and implemented a company-wide training program to facilitate a culture of value- creation. Result: EMI became the most profitable of the majors in terms of EBIT and cash generation. Procurement was recognized as a key driver of profit and competitive advantage.Led the organizational change program to embrace the opportunities from exploitation of our global Rights. Deliverables included organizational restructure, workflow changes and the development of supporting architecture to collect and give transparency for our Rights and deal parameters governing the use of our artists’ work. This was a key enabler for the transformation of the business into a high margin global rights management enterprise by enabling consumer focus, digital innovation and the development of new revenue streams with reduced time-to-market. The Global Rights project was considered a key piece of IP by UMG on acquiring EMI.

Merger, acquisition and divestiture due diligence and negotiations as well as development of integration road maps.• Completed acquisition of US specialty electronics firm• Led divestment of business in Argentina.• Ran key areas of the ICI sale to Akzo Nobel

Defined and implemented global sourcing strategies across diverse functional areas and owned relationships with key business partners.• Packaging ($250m p.a.): Managed cross-business global teams to increase incremental savings from 2% to 8% p.a. plus generated over $7m cash in 2 years (in particular, focus on sourcing from China.)• Raw Materials ($300m p.a.): Defined global sourcing strategies for the largest raw material spend.• HR / Finance & Accounting ($200m) : Led negotiations to deliver a global change management program to move HR and F&A into a shared service environment (saving 33%).• Built and managed international teams of 30 professionals stationed across US, Asia-Pacific and European locations; earning accolades for top performance for three consecutive years.• Set up and ran the N.A Procurement organization post the acquisition of four businesses from Unilever. Implemented a multi-pronged three year strategy with focus on setting up the team, visibility, analytics, technology and tools, process and controls, stakeholder dialogue, and the governance structure to link both with the center and the individual businesses. The results beat the agreed savings target to deliver (after three years) a 6% year on year cost reduction.