Roles include:Established new 15k person BU and delivered £7.5m OPEX savingLed the transformation team to consolidate existing headcount into a new 15k person BU to reduce OPEX and delivered annual benefits of £7.5 million. Two key outcomes were achieved:Delivery of the new 15k person operating model, including the completion of a >100 person HR consultation to support people transition and manage internal and external communications with workforce and unions. Delivery of a new workforce allocation process including revised roles, governance structure and C-suite approval process. Directed Change Management activities, successfully transitioning over 180 individuals to the new operating model. ​Led the UK operational readiness associated with the merger & acquisition of a subsidiary (a >£250m business) to a new buyerManaged all people related operational change for M&A activity inc revised Org Design (transition & end state), workforce migration planning (inc HR considerations), change management (i.e headcount reduction & office closure), technology change impact assessment and training needs analysisSuccessfully implemented new operating model with no reduction in customer service and maintained net promoter score from 600 person organisation throughout the transition periodIdeated & delivered a new talent retention strategy to meet the growing resource demands of a newly formed green energy businessCreated & gained approval for a new Talent Strategy with C-Suite that would source and retain highly valued IT specialists through improved employee satisfaction, career pathways & global mobilityEstablished new sourcing strategy & supporting processes that established partnerships with 3rd parties (inc Big Four suppliers) and monitored performance; this enabled Shell to rapidly scale recruitment and delivered additional 400 FTE on project roles in 6 months

• Led an AUS$4.2m, 14-person Anti-Money Laundering operational excellence programme which reduced Westpac’s exposure to reputational and regulatory risk resulting from outsourcing• Reported into the COO and the Global Head of Client & Conduct. Chaired weekly SteerCo with General Executives. • Directed three workstreams and supported project leads in establishing a change network of 175 people across nine jurisdictions, building an outreach campaign capable of reaching 21k customers and the processes and responsibilities required to manage all customer queries and issues• Transformed the severely delayed programme back on track within three months by refocusing project outcomes with sponsors, implementing project management fundamentals, closing skill gaps with targeted recruitment and driving consistent outcomes through standardised processes

Roles include:Senior Transformation Manager:• Co-developed new two-year delivery roadmap with Chief Delivery Officer that pinpointed the need for improved resource and project management that to counteract high contractor spend. • Implemented a new Enterprise Resource Management Tool (Clarity) end to end. This included agreeing a new organisational design, standardising role titles and gradings and harmonising this with outdated and overly complex financial cost centres and time-sheeting software.Business Engagement Lead:• Lead the operational transformation for 12 national call centres, 12,000 employees and +26,000 devices as they transitioned to the latest MS Operating System and suite of virtual MS supported applications. • Brought structure and accountability to the programme by identifying several high severity hotspots and then address these with clearer roles and responsibilities, team structure and detailed operational improvement plan• Managed a change network of 16 agents and +50 change champions through the planning, testing and migration phases and completed the migration with no material reduction in contact centre utilisation or in CSAT scoresStrategic Transformation Advisor:• Advised the client in the pace and timing of front-line headcount reduction, triggered through the implementation of new customer communication channels (i.e. Voice Biometrics and Natural Language Processors) • Modelled the achievable FTE reduction through the introduction of new communications channels and designed a new organisational structure to ensure that all customer call types would remain answered, whilst retaining suitable management oversight across the 1,000 strong contact centre staff • Coached and supported the client’s internal change management team throughout the re-organisation and successfully delivered the FTE reductions through natural attrition and safeguarded £10m OPEX saving outlined by C-suite

National Infrastructure Company, Enterprise SharePoint Implementation, (9-month duration) • Lead Business Engagement for field force staff (7,000 staff) of the companywide rollout of SharePoint 2010 • Engaged those impacted to determine individual Knowledge Management requirements and used these to inform the overall Knowledge Management strategy for the organisation• Determined the training needs, drafted communication strategy, curated key messages and implemented communications plan whilst managing resistance through targeted comms and coachingBig Six Energy Company, Customer Process Improvement (3-month duration)• Supported the client in updating outdated processes in advance of a new technological improvements in Smart Meters• Mapped customer requirements to their Enterprise Process Hierarchy to ascertain how fit for purpose they were against customer expectations and provided recommendations for process improvements before major issue arose

National Infrastructure , Portfolio Office, Portfolio Finance Manager (15-month duration) • Held sole responsibility for tracking costs across the IT infrastructure portfolio of +20 projects as part of the largest UK infrastructure project (£16bn), the Hinckley Point C nuclear power plant• Tracked “Latest Best Estimates” and resource profiles against baseline spent and summarised findings to the Chief Operating Officer, so they understood the rationale for variance and could hold Project Managers to account• Improved programme reporting and delivery by removing non-value adding governance in early delivery phases for projects which require less oversight and signoffLocal Government, Public SectorGeorge developed and a saving proposal in local government spending which had forecasted savings of £340k over a five year periodGeorge lead and built Quality Risk Management engagement file to detailed level and became competent in managing the risks associated with Tier 1 accounts (+£2m p/a) Strategy- Thought Leadership Project-George worked in conjunction with an independent Healthcare price comparison website to produce thought leadership into the procurement of consumable goods in the healthcare market-Based upon his findings, the report was picked up in major broadsheets and TV news channels and acted as the catalyst that brought attention to inefficiencies in healthcare procurement and highlighted savings of £500M in the healthcare market

Summer Internship

George was committed to excellent customer care with shifts beginning at 6am on Saturday and Sunday.