Reporting to Global Director Infrastructure and Operations for IAG, my responsibilities are:- Leading the development and delivery of global performance reporting, informing the ServiceNow maturity roadmap and other toolset development to provide proactive insights - Developing a systematic methodology to identify, track and deliver opportunities to improve I&O’s processes, practices, capabilities and culture- Leading the transformation of our culture and ways of working within our internal organisation and across the global supply chain: introduce the requisite programmes of work and capability development to move our function towards a product-centric and Agile delivery model- Leading, developing and coaching the Service Enablement team with the introduction of new capabilities, demonstrating excellent people management - Ensuring Risk & Audit obligations are owned and delivered to mitigate risk across the organisation- Supporting Director of I&O as required to develop strategies, roadmaps and change plans to advance I&O services

Reporting to Global HR Director, my responsibilities were:- Supporting business transformation through people strategy design and deployment- Driving organisation growth and development through organisational change and transformation- Driving leadership enablement, employee engagement and mobilisation, change management and communications, learning and development, organisational design and development- Enabling the business to access, build and shape the workforce of the future- Leadership of TUPE, redundancy and outsourcing processes from a people perspective

- Senior Manager within the Transaction Advisory practice leading client engagements across diverse sectors that primarily concern change and transformation- Key client and senior stakeholder management responsibility, as well as significant people management responsibilities internally- Engagements typically as a result of transaction activity (merger/acquisition/separation) and I have worked on behalf of both vendors and buyers, frequently working across different locations of the UK- Engaging with multi-disciplinary teams from different departments and skills sets to deliver a particular objective- Range of engagements from programme assurance or due diligence, to long term complex transformation programmes - Work across diverse geographies and industries, but every engagement always involve people-related change- Lead for new business development for the practice in the South of England, seeking out new opportunities for projects with both new and existing clients and spending time understanding their business needs - Acceleration of programmes of change that lack impetus, structure, leadership engagement or a combination of all of these to deliver a committed benefit to a defined timescale

Key delivery: Part of the Finance transformation programme team during assessment and design phases towards Shared Services: working with the team and senior stakeholders to jointly design the TOM and develop the business case (€20m target over five years). High visibility of Finance transformation project demanded strict adherence to Executive team governance deadlines, rapid turnaround of data/models and flexibility to accommodate schedules across three operating companies. Design and delivery of stakeholder and communications plan and materials that take into account distinct cultures and governance. Finance transformation organisation design principles development and structural design: managing stakeholders through industrial relations considerations and people impacts to implement the plan across multiple geographies. GBS sourcing and location strategy, including full site assessment. Consulted with and managed diverse stakeholder requirements across Finance, Procurement, IT and HR to arrive at consensus that fulfilled functional requirements. Frequent preparation of engagement material for C-suite level stakeholder management across GBS functions; building working relationships with functional heads in order to present a cohesive set of messages and presentations. International HR TOM development and process redesign. Internal consultancy for proposed intra-Group transformation of HR Services and Legal & Government Affairs functions. Frequent facilitator of workshops, challenge sessions and mediation interventions to reach consensus across Group companies and working groups.

Key delivery: • As part of the start-up team for the parent company of British Airways, Avios and Iberia, I was driving and influencing change at CEO-level across three Group companies. I had to analyse pre-merger data to identify synergy initiatives to deliver five year merger targets across the back office and airports • I had to develop, manage and deliver a number of projects in my portfolio area to deliver financial benefits that contributed to the €400m total British Airways/Iberia post-merger synergy commitment made to the markets• The synergy programme consisted of c.100 revenue/cost initiatives that delivered varying levels of financial benefit. Whilst naturally my focus needed to be on those that delivered the most value, it was important not to neglect the long tail of smaller projects that would ultimately enable us to meet our commitments. This meant that I had to be highly organised and rigorous with stakeholder interactions and programme management to ensure that the swathe of initiatives under my leadership were all progressed• Given that I was operating across a number of different countries, teams and organisations with distinct cultures, I had to exercise an enormous amount of diplomacy and develop a sophisticated stakeholder plan. Knowing when it was appropriate to drive stakeholder influence and when to concede to business as usual was paramount to sustained stakeholder engagement, particularly as the changes often concerned difficult cost-reduction measures• I successfully demonstrated that I was cognisant of both the short and the longer-term goals of the organisations concerned, as well as sensitive to their individual Business as Usual and Change priorities. This approach enabled me to secure their cooperation and support to deliver on our commitments.

Key delivery: • I moved back to the UK from Spain to join the BA Management Programme which involved working in various placements across the airline to gain a broad experience of how the business operated and specifically how the HR function contributed to the business strategy and plan• I spent time in the HR Experts function responsible for a number of Reward design/delivery items: LTIP delivery; appointment/pay process redesign; flexible retirement policy design and total rewards policy. I also led the talent and succession plan design including graduate level to C-suite individuals • Outside of the HR department I project managed in-flight cost saving initiatives and cabin service routine redesign, delivering 200 FTE saving• I performed a project role for the redesign of the end to end customer proposition, which involved a significant amount of external investigation and benchmarking

• I delivered Executive language tuition in various prominent Spanish organisations to assist clients with professional presentations and commercial bids • I frequently took on the role of simultaneous interpreter between English/Spanish for International EXPO press conferences when the exhibition was held in Zaragoza

• I was responsible for managing a cold territory in the Finance and HR practices, articulating our business model to Senior Executives at companies across the FTSE 250. This led to the successful development of a pipeline within the territory and I was also therefore asked to support expansion of the product offering into Spain• I gained a great deal of highly valuable, transferable skills at this early stage in my career that have stood me in good stead ever since: this role taught me a great deal about how to present oneself succinctly and credibly to the senior leadership of an organisation, and to be able to take in a great deal of company information in a short space of time and select the most relevant items in order to articulate with confidence how a product offering may bring value to a particular organisation