Boots UK Customer Service Centre (CSC) is accountable for supporting CPG, Retail (online and stores) and healthcare (pharmacy and opticians) customer services. Responsible for the development and submission of a multi-million pound CSC transformation and modernisation 3-year investment plan. • Defined the investment approach through the evaluation of contact types, channels data and a customer experience lens. • Identified target architecture and contact centre technology capabilities to enable a customer omnichannel experience and opportunities to reduce cost and improve customer experience KPIs through automation inc. RPA, AI/ML, data and insights, and channel orchestration systems.• Developed the 3-year programme roadmap and investment case

Recruited by & reported to the Senior VP EU and Bristan CEO to define the digital strategy and drive customer experience (CX) roadmap• Member of the Global CIO council and Data & Analytics Community of Practice. • Re-structured IT function and introduced new agile product management operating model to improve time to market of solutions and business/IT collaboration.• Addressed solution and data architecture, and CX capability gaps through new hires and improved DE&I from 12% to 47%.• Introduced Design Thinking methods to drive right-sized technology innovation opportunities and managed the digital innovation pipelineManaged the successful delivery of;1. Data governance structure, processes and a data and analytics platform to improve customer MDM quality KPIs and drive insights for customer and product strategy.2. CRM Salesforce lightning upgrade for marketing, sales, operations and service functions to improve productivity and enable future seamless CX.3. Customer online self-service product price and stock, and online ordering capability.

Reporting to the deputy group CTO, responsible for supporting the corporate strategic objective of leveraging technology to diversify the firms market position and transform from a product to a service-based organisation. • A member of the European R&D Leadership Team that was responsible for managing budget circa £12-20M per year to explore and develop new digital products and services.• Responsible for managing the technology radar, innovation pipeline and connecting with technology partners to identify new value propositions based on AI, IoT, cloud and other technologies and support progress through Ecosystem Business and Platform Development• Reporting to group executives, accountable for 2M investment to establish a global ecosystem API driven business model, taking advantage of open innovation in line with the group’s diversification business objectives for the groups 800K SMB customers• Built and managed a diverse, global and multi-skilled team of 25+ staff in London, Rome, and Japan responsible for determining the ecosystem strategy, customer value proposition, business model and establishing the ecosystem API technology platform.Data Global Technology Group (GTG) Leader• Established a global working group of data experts from BUs in Japan, Italy, Germany and UK. Responsible for agreeing on the group’s data strategy and data analytics platform architecture based for new IOT and Hybrid products• Agreed the group's conceptual data management architecture

Architecture Team Management• Reporting into HQ and a member of the European R&D and Innovation leadership team• Managed a global team of Business, Enterprise and Data Architects, and IT programme delivery supporting Go-To-Markets of new products and IOT platform services. Global Capability Establishment• Responsible for the identification of enterprise capabilities and development of business cases, ranging from 2 to 5M, required for new product commercialisation and internal digital capabilities across US, EU and APAC regions. • Established a global product support centre in the Czech Republic, using ServiceNow for new hybrid products • Directed the set-up of a data centre in Germany to provision cloud services for hybrid products.

Architecture Practice Establishment• Established and managed a global team of Business Architects working in fast-paced agile programmes• Responsible for defining the global enterprise architecture to support the development, sales, delivery and support of new digital products.Digital Capability Assessment• Developed and presented capability assessments covering the business and IT domains for all main geographical regions including US, EU and Japan to the regional leadership teams and KMI board• Defined the global target operating model and architectural blueprint for a new digital business model.• Working with the US and EU CIOs defined the roadmaps for addressing the capability gaps within each region and globally. • Defined the preliminary investment case of circa £25M for global transformation to support new digital products and services.• Working with the Alliance team contributed to the selection of strategic partners for product development capabilities.

As part of Veolia's Group Enterprise Architecture team I interface to country CIOs and Business Process Owners to transpose the business strategy and requirements into the development of a consistent vision for the business and solution domain architectures. Also responsible for the governance of country CRM initiatives to promote re-use and application rationalisation.Key activities undertaken: • Global CRM Leader with responsibilities in defining the IT capability strategy and implementation governance • CRM domain leader supporting the UK to develop and implement the Business Units CRM strategy.• Supported the rationalisation of Salesforce platform costs across the 5 countries• Support the coordination of Google and Salesforce integration strategy for the UK, North America and France.

Responsible for supporting the delivery of the IS strategic and transformation initiatives of Veolia Water, Energy and Veolia Environment business lines within the UK Working with senior business sponsors and stakeholders in providing thought leadership and consultancy for addressing strategic IS opportunities. Responsible for facilitating the development of target operating models (TOM)/blueprints and the creation of ‘enterprise’ requirements and viewpoints for the capability gaps. Also accountable for the translation of customer’s ‘enterprise’ capability gaps, into actionable programme roadmaps. Key Programmes/projects :• Veolia UK Customer Portal platform for all business lines to reduce OPEX associated with processing over 900K invoices annually. Application and Technology used: Drupal and Amazon Cloud Infrastructure and Salesforce and • Veolia UK CRM Transformation: Full digital Lead to Sale process covering Environmental, Water and Energy business lines and operational units. Covering circa 250 sales and sale support FTE.• Industrial services business transformation. Defining the operating model for a 55M business and technology platform to drive efficiency and enable business scalability in line with the business's growth strategy.• Veolia intelligent integrated IOT operations for managing digitised water and wastewater networks and infrastructure. • Veolia UK IT operating model re-design and execution. Key activities undertaken include:• Designing Target Operating Model & Business Architecture• As-Is and To-Be business capability and process modelling, • Business Case Benefit Identification • Stakeholder management, • Defining and executing a sourcing tender for new IT solutions• Solution roadmap

As a lead Customer Experience Owner, I worked in an internal senior supplier team for BT’s number one business priority of deploying superfast broadband infrastructure and products nationally across the UK. • Requirement capture via User Stories, the definition of acceptance criteria and prioritization through a collaborative engagement of programme and subject matter stakeholders for 8 industry releases, with each release ranging between £5m to 10m in scale.• Managed scope of complex releases covering 10 operational teams, 14 capability platforms, and over 150 design and development people. The 14 platforms included major COTS components such as Tibco and Amdocs for workflow, Telcordia, Siebel for CRM, and Netcool for intelligent telecoms network management• Ensured appropriate (process only, part or fully automated) solution were developed that provided the best cost/benefit ratio for the business.• I provided thought leadership in defining and supporting the early adoption of the new enterprise-wide IT agile Operating Model (OM) and supporting solution, used to govern IT delivery for the NGA programme.

Reported to the Programme Manager and Transformation Director. Project objective was to: -Deliver the OFCOM mandate of separating Openreach processes and systems from the rest of BT, -To transform data service business towards improved cycle time, cost reduction and customer experience. • Facilitated business requirements capture with product, service and operational end user stakeholders to transform the end to end order journey for Data Service customers • Translated the requirements to identify business benefit of aprox £12M and change management impacts to support the Transformation Business Case. • As part of the design team I developed the ‘To Be’ process and supporting solution design using UML and ARIS based on Siebel for CRM and Amdocs for workflow.

• Responsible for project managing a client/supplier contract worth £800k per annum with the aim to support the launch of new Openreach UK fibre based products to market. • Responsible for quarterly contract and workstack reviews and renewal with Client Stakeholders, and business development. • Implemented Agile practices of using SCRUMs to track work-packages and took the role of SCRUM master. • Managed a team of 15 process designers, split across onshore/offshore that supported Openreach’s UK Data product portfolio.

• Responsible for process analysis, design and consultancy to support the successful delivery of 4 new Ethernet products to market. • Re-engineered the ATM spares supply chain process. The study resulted in re-alignment of spares holdings to ATM platform requirements. The new process reduced transaction costs by 20% and delivered the requirement of enabling operations to meet the Service Level Agreements for repair.

• Team leader for the high level functional design, publication of a Request for Information (RFI) and conducting vendor analysis to support a CIO Business Case of aprox £10M for implementation of functionality to support market driven network management and network planning. • Conducted workshops, utilised Unified Modeling Language (UML) Use Case diagrams, Soft Systems Analysis (SSA) and ARIS to capture requirements and present the ‘AS IS’ supply chain process.• Undertook gap analysis to provide guidance and ensure that the strategic business systems implementation program aligned with the end-to-end Network engineering strategic process and systems architecture.

• Gurpreet defined process, systems and user requirements for new IP VPN products and services. • As design lead for this area, contributed towards scoping, estimation and planning as well as tracking and reporting of project progress. • Experience of conducting workshops, demonstrations and design reviews with client end users groups, service designers, test teams and other stakeholders.