Key Role Accomplishments:• Led the design, project management, communication and implementation of e2e's SalvageMarket.co.uk auction site taking advantage of latest technology to improve user experience and deliver a technically robust solution with the flexibility to adapt to future market needs. • Creation and adoption of e2e's customer services strategy facilitating the award of BSI's Customer Service Kitemark (the 1st in the sector to achieve accreditation).• Introduction of a robust member network compliance framework and associated reporting aligned to operational performance expectations, quality standards and site capability.• Led the full refurbishment of head office (£200k) leading to improved colleague morale and increased productivity.• Led a full company rebrand initiative creating a new brand identity and architecture to help retain and grow business.• Developed and implemented an ESG strategy for the e2e Group including the introduction of formal measurement and reporting of science based targets.Responsibilities:• Develop and maintain e2e's Business Change programme, associated processes and relevant documentation ensuring accurate and timely reporting of change to key stakeholders, at an individual project level, as well as at a holistic work stack (portfolio) level.• Lead, direct and support colleagues who are delivering projects or business change activity within e2e Business Change programme.• Coordinating and manage the retention of ISO 9001 and ISO 27001 certification. • Manage the compliance function to ensure adherence to required legislation, regulation and licences including ISO27001 and ISO9001 standards.

Key Role Accomplishments:• Implemented and managed the Business Change project portfolio. Established structures, identified dependencies, highlighted risks and mapped benefits. Developed work commissioning, prioritisation and resource allocation processes. • Established an operational change benefits realisation and reporting capability. Oversaw creation of benefit profiles and benefit maps. Designed and produced a monthly Business Change Benefits Statement including financial and non-financial measures. • Developed project methodology adherence criteria and performed monthly assessment audits. Produced key findings and recommendations ensuring continuous improvement of process and quality of documents produced.• Set up and chaired monthly change management meeting ensuring change controls were followed, risks to current and planned initiatives were identified and mitigated.• Led the European General Data Protection Regulation (GDPR) Operations project workstream ensuring personal data assets were gathered and validated to achieve regulatory deadlines.• Led a Customer Contact Centre Income Protection project to increase customer contact rates by 40%, increased arrears payments taken, increased number and value of arrears arrangements set, court applications completed right first time increased to 90% and channel usage was maximised. Capacity savings of 7 FTE were generated.• As part of a strategic £3m Customer Service Organisation Design programme designed and delivered new service offerings for Anti-Social Behaviour and Arrears Management services generating significant local office capacity savings (circa 25 FTE) and centralising key customer activities into the Customer Contact Centre.• Acted as the conduit between the Operation and IT to ensure project service requests were progressed in a timely manner supporting delivery of change.

Key Role Accomplishments:• Ensured anticipated financial benefits of £1.2m were realised for Home Group's UK wide implementation of its Contractor interface system and provided associated benefit reporting. • Worked with multiple stakeholders and 3rd party suppliers to validate savings on-going.• Led the implementation team to successfully test, deploy and embed the system into the Operation. Responsible for business readiness and transition into the live environment. • Tracked project performance once launched, understanding key performance criteria, identifying issues and highlighting impacts, put in place swift mitigating activity.

Key Role Accomplishments:• Key project team member for all regional mobilisations. Performed business readiness, transition and embedding activity. Maintained control documentation (comms plan, risk log, issue log, project plan and implementation embedding issues log).• Implemented a shared service approach to the regional Admin team (moved from silo’s to cross contract partnering) with no reduction in service and saving approx £60k a year.• Transitioned a Supply Chain EDI model into the North East region saving approx £800k over 3 years.• Created and managed operational service improvement plans including regular management review to identify issues and put in place local action plans to improve (e.g. reduce work in progress, increase productivity, reduce complaints).• Led the regional implementation of Investors In People, Morrison Inspiration and Stars Employee recognition schemes.• Oversaw the development and delivery of performance reporting for the region. Created management dashboards and report structures at all levels. Agreed and established clear Kpi's and associated definitions leading to improved performance and efficiency.• Introduced a Vehicle Management "tracking" system for the North East region and associated management information reporting suite.• Implemented hand-held repairs devices, interfaces to key operational systems and an appointment scheduling system "Opti-time".• Project managed the depot moves of Morrison's East Durham Homes and Gateshead Housing contracts (budget outlay £0.6m).• Ensured on-going operational adherence by auditing key processes (e.g. job completion and closure, work-in-progress, complaints, voids, supply chain, plant and transport) and ensured regional contract compliance to ISO 9001.• Developed and implemented a claims and complaints procedure for all contracts. Developed community development plans for each contract and ensured delivery of same.

Key Role Accomplishments: • Led the concurrent implementation of ROCC’s Uniclass Repairs & Maintenance solution across all Morrison's Northern regions to agreed timelines and quality criteria. Established project related documentation to an auditable standard (PRINCE 2). Monitored project progress, dependencies, risks and issues. Provided regular project updates to Sponsor and key Stakeholders. Single point of contact for suppliers. Acted as the key delivery for change requests following standard procedures. Developed the specification for change with the supplier, ensuring security and other audit concerns would not be affected.• Managed the implementation of an automated Invoice Scanning, Registration and Authorisation system prototype improving efficiencies within the Accounts Payable process, minimised the ‘paper trail’ created during the approval process and reduced the timescales for invoice query reconciliation.

Responsible for analysis, development and support of Morrison’s business applications.• Participated in regular User Group meetings• Key ‘Point of Contact’ for suppliers• Acted as the key delivery for Change Requests following standard procedures• Developed with the supplier the specification for change, ensuring that security and other audit concerns would not be affected• Ability to balance technical and business issues as well as communicate appropriately with both technical and business experts• Managed implementation projects for new and current contracts as required

Key Role Accomplishments:• Managed the UK implementation of Huntsman’s IT Incident Mgt system (cSupport), covered project planning, process maps, training to IT personnel (100+ ) and support to end users (2000+). • Chaired the Global Change Management meeting (weekly) ensuring that medium/large scale changes had been correctly authorised, assessed for risk/impact & communicated in advance to the Business. • Established measures of the Incident and Change Mgt process and helped the IT teams to analyze the data to develop and implement continuous improvements.• Designed & implemented Huntsman’s Global IT Scorecard. Coordinated the efforts of IT managers to define key performance indicators and built these measures into the overall IT reporting system in order to measure the performance of the Global IT team. Main Responsibilities of the role :- Managing Quality Assurance, Change and Incident Management processes across the Huntsman IT Group and providing best practice (ITIL) advice and support.

Key Role Accomplishments: • Implemented SAP’s SEM Management Cockpit across Huntsman Tioxide.• Led Reporting team (permanent and Contractor resource) and managed the full systems lifecycle including, feasibility (business case), planning, delivery (coding, execution of activities), testing (test cases, unit testing, integration testing, user acceptance testing), training, implementation and close-out activities.• Gathered requirements from Sales, Finance, Marketing, Supply Chain and I.T. using interviews, workshops and a detailed analysis and investigation of Tioxide’s current reporting systems. • Developed a proposed solution, working with key users and IT developers to create functional requirements.

Responsible for all IT aspects involved in Customer Relationship Management (SAP’s CRM Internet Sales) and Ecommerce (B2B) prior to, during and subsequent to the $45 million global implementation of SAP R/3. • Led CRM I.T. Pilot team (permanent and contractor resource). • Performed a liaison role between the Business and the IT department/external service provider.• Worked with Key Users (Sales Force/Supply Chain) and Stakeholders (Senior Mgt Group) to gather information from the Business in order to analyse business requirements.• Planned, organised and facilitated workshops to clarify/aid user buy in, evoke dialogue and gather feedback. • Identified, assessed and documented business requirements and recommended priorities taking into account solution options, risks and issues, and costs versus benefits.• Produced business solution / reporting specifications for high /low level designs ensuring that all parties agreed with and supported proposed solutions. Guided the end users through key processes and ‘look and feel’ design issues.• Resolved any business issues by liaising with the technical team members/Key Stakeholders to ensure that specifications were practical and able to be delivered within budget and timescales.• Played a key role in the systems development life cycle, contributed to Business Case, Scope, Plans, Business Requirements document, Process Maps, System Configuration, Testing, Issue recording/resolution, Integration, Prototyping. • Provided and presented project updates to Tioxide’s Snr Mgt Team (Commercial Steering Group).

Requirements for MIS projects often involved direct feedback from senior executives within the organisation and most projects involved liaison with key I.T. Infrastructure personnel as well as engaging the support of local Site I.T. managers. The impact of systems changes were highly visible in this area, therefore effective project communication and change management were key. • Sole responsibility for Management Information systems across Tioxide.• Project managed the Global MIS Millennium project. Duration 12 months, Multi Site, Multi System impact• Maintained and developed Tioxide’s MIS portfolio inline with Key customer requirements.• Ongoing support and promotion roles of Tioxide’s Global Management Information Systems.