The Downstream and Renewables Portfolio Company Binding Corporate Rules (BCR) Programs objective is to ensure all circa 50+ new and existing Portfolio Company’s meet Shell's Binding Corporate Rules in the most efficient manner. This involved driving the refinement of the BCR Centre of Excellence delivery methodologies, project estimating and financial reporting. Over the course of 12 months the time and cost of meeting BCR compliance reduced on average by 30%."Graham is at his best when critical product and programs are needed that have high complexity and need Business and IT teams to work collaborative to deliver the value" Wilfried Plasmans Shell IDT GM Mobility & B2C - April 2024

Led a newly formed portfolio of over 30 Products and Platforms supporting the delivery and operation of critical Retail B2C digital customer value propositions accessed via Shell’s Motorist application. This includes digital payments, digital loyalty and personalised customer marketing offers. - Merged two large portfolios, introduced Scaled Agile Framework methodology, targeted significant change of culture and ways of working across a natural team of 200+ people to accelerate delivery of digital Customer Value Propositions to 12 markets within 3 years, where previously it had taken over 5 years for a single market. Acceleration made even more critical with the advent of COVID and the need for touchless customer interactions. - Concluded delivery of a $70m 3-year Investment Proposal, tracking to updated benefits realisation of approximately $530m over 5 years.- Put in place monitoring and controls to improve right first time customer transactions to 99%+ (from 93%) and proactively address and reduce incidents of fraud and data phishing. - Initiated the portfolio to pivot from Product Lines to Value Streams to deliver constant E2E bottom line value and ensure investment was targeting the highest value product and operational improvements.- Initiated and led the IT review of Mobility Site of the Future, completing Blueprint v1.0 and bringing tighter alignment with Global Marketing Loyalty, Payment and CRM roadmaps. This required much improved collaboration within a complex global matrix organisation to deliver a cohesive global integrated roadmap for Digital CVPs.- The above supported by x-functional teams comprising of EVP/VPs, Senior Product Owners, Architects, Chief Data Officers, Product Line Managers, Project Managers, Business Analysts, Developers, Testers, Information Risk Management, Security and Compliance, Operations and Platforms and third party partners.

Led the strategic planning, implementation and operation of Shell’s B2B Digital eCommerce and Marketing Platform Shell MarketHub using SAP Hybris and Adobe technologies. This involved leading a matrix global onshore and offshore delivery team of approximately 140 dedicated people.- Introduced Scaled Agile Framework methodology to balance delivery agility versus predictability – the first for a Shell Downstream program. This ensured the business could continue to prioritise the highest value outcomes, critical in multi-year delivery programs where opportunities and threats change frequently. - Delivered next generation B2B eCommerce Platform across Shell’s largest 23 markets within the 5-year plan.- Concluded the $90m Investment Proposal v1.0, handing over to v2.0 which is currently reporting annual revenues of $19 billion.- Put in place the continuous improvement foundations to see a reduction in ordering steps by 33%, an increase in basket sizes by 30% and reach a target of 89% for unassisted order placing.

Initially asked to conduct a health check review of a Top 50 programme that had flagged late red status. Compiled and delivered Assessment Report with recommendations to C Level stakeholders. Requested to become Program Manager as part of the project re-set to complete the delivery within an aggressive 18-month timeline, supporting growth agenda for Shell’s multibillion dollar Global B2B Sales and Marketing businesses.- Led the development of a system to provide real time assessment of market specific customer deals, assessing margin management, benchmarking, product mix and provide workflow approvals from Sales Manager to General Manager and Vice President. This addressed the following challenges:- Previously Sales Managers and Market General Managers struggled to understand deal margins due to complex pricing contracts and SAP pricing engine configurations which supported the application of local and unique supply chain, legal and tax requirements to deal calculations. This often resulted in sub optimal annual contracts with significant value leakage. - Resulted in a significant increase in deal profitability with an additional unseen benefit of a 5% improvement in invoice accuracy due to end-to-end automation.

Led the delivery of heavy goods vehicle based telemetry system, capturing, and sending information via 3G to a central database allowing customers to analyse driver behaviour, fuel consumption and purchasing reconciliation. Initially a Joint Venture the program became 100% Shell owned and required a significant kick start to get back on track and maintain competitive advantage.- Managed multiple suppliers across global time zones, addressed specific ways of working challenges to accelerate delivery of MVP. - Supported pilot customers in identifying opportunities to improve driver behaviour impacting poor fuel consumption and incidents of potential fuel fraud.- Led business review during the development of 3-year feature capability and IT roadmap

Business and IT Transformation | Sample engagements;Shell SAP/EDI Program Manager: Global roll out of SAP to 35+ countries. NHS implementations (NPfIT/Connected for Health) Program Manager: Primary, Secondary, PACS application deploymentsGW and SB merger (GSK) Program Manager: broad spectrum of people, process and technology change.AZ R&D supply chain optimisation SME: application of lean sigma principles, supply chain redesignGSK: FDA inspection readiness SMEGSK: Computer System Validation SMEEricsson NPI Project Manager: new phone introductionGlaxo Welcome: LIMS implementations Project Manager

New Product IntroductionProcess/Operations Improvment

End to end production and operation of paediatric Products Operational Excellence/Lean Sigma