At the heart of many strategic transformation programmes throughout my time at the firm and have a breadth of experience in programme and portfolio management, governance, HR and operating model design and implementation. I led the organisation design and transition work in two post- merger integrations: the creation of Deloitte Northwest Europe, and the Marriott/Starwood integration. I created structure and clarity for my teams, driving high quality outputs in a supportive environment. I built effective, trusted relationships with clients, partners and peers and am comfortable operating in challenging, senior environments. Key roles:- Deloitte: Purpose lead and Chief of Staff to Managing Partner, People & Purpose- Deloitte: Campaign Manager, CEO election- Marriott: Post-merger integration, Organisation transition lead- Deloitte: Northwest Europe integration, Organisation design lead- Deloitte: Chief of Staff to Consulting Talent Partner- Unilever: Capability assessment and training design lead- The Co-op: HR strategic planning and governance design lead- Confidential Retailer: Head of PMO and cost model lead- SABMiller: Head of PMO

November 2016 to March 2017Organisation Transition, Post Merger Integration [Marriott International]January 2016 to October 2016:Organisation Design and Board Governance for Project Gold [integration of Deloitte across many European geographies to form Deloitte North West Europe] November 2015 to January 2016:Capability Assessment and Training Curriculum design for Project Managers [FTSE100 Consumer Goods company]August to November 2015:Programme Manager, Organisation Detailed Design [Consumer Goods company]December 2014 to August 2015:Portfolio and Integration Lead, HR Function [The Co-operative Group]July to November 2014:Head of PMO for a strategic transformation programme [Leading global retailer]

Sept 2012 to July 2014: PMO Manager / Head of PMO for Target Operating Model programme [FTSE 10 Consumer Goods]Encompassing commercial, operations and corporate functions at global, region & market level.Embedded through inception, design and deployment.

Led corporate relationships in region. Developed go-to-market strategies.

Eurofighter Typhoon Campaign for MalaysiaApplication of new business winning campaign approach to Malaysia Typhoon campaign.- Ownership of stakeholder engagement workstream.

Jul 2010 to Mar 2011: Creation of new business winning campaign approach and application to Qatar Typhoon campaign.Nov 2009 to Jun 2010: Key business development role on Oman Typhoon campaign.Mar 2009 to Nov 2009: Key interface between BAE Systems Overseas Corporate and UK Business Units. - Specific focus on Middle East region customer and route to market. - Developed UK Government relationships to secure support to BAE Systems' priorities. - Preparation and customer hosting at international defence exhibitions, including DSEi 2009, Dubai Airshow 2009 and Farnborough Airshow 2010.

Oct 2008 to Feb 2009:Deputy for Cost Account Manager delivering senior management reporting in addition of PM accountabilities.Jul 2007 to Oct 2008: - Created and managed complex engineering schedules - Developed and implemented new Earned Value Management system for a £90M work package. - Managed Engineering Change Requests and the downselection of 2 external suppliers. - Go-to person between Thales Land & Joint, Thales Naval and BAE Systems, due to strength of relationship across company boundaries.

Various internal programmes as part of the BAE Systems Project Management Graduate Scheme

Jan 2006 to Aug 2006:PMO Support on Dept of Health National Change Programme “Choose and Book” - Interface with Primary Care and Acute Trusts to arrange consultant visits - Programme support for Senior Change Delivery Team (9x former CEOs of Acute Trusts) - Delivered weekly reporting on programme KPIs - Arranged two London workshops focusing on the Clinical Assessment Service