Working with food businesses developing strategies to grow, diversify and/or scale. Mentoring and working with their senior teams exploring possibilities to drive successful outcomes for leaders and their teams.

Developed the strategy to ‘re-imagine’ our Convenience business resulting in an ambition to double the size of it within a 3-5 year window. The plan encompasses transformation of the existing proposition, growing our Convenience presence via 3rd party partnerships (physical and digital) and overhauling major infrastructure and capabilities; supply chain, customer ordering, data and reporting and organisational capability and structure.

Team of 200; Buyers, business support, product supply, product developers & range & space management.Key Metrics 20/21: Sales £4bn +2.7% growthProfit Growth +3.6%Market Share outperformance (IRI) Fresh Foods +2.9% As the architect of a new Commercial Operating Model I transformed our fresh food business developing new capabilities, from category management, product supply chains, customer and supplier data integration developed matrix working through the creation of Category Pods. Built a high performing team and led them to develop a culture of trust, belief and achieving above and beyond their and our potential. The onset of Brexit and our exit from the Ocado deal led to the development of multi-year agreements with our most dedicated fresh food supply chains in excess of £1bn, locking in our shared value created through our strong beliefs in ethics, high welfare and sustainable agricultural practices. As a member of the Waitrose Trading Board the pandemic saw me leading through adversity as we worked to keep the country fed and transitioned my team to working from home, developing a creative culture of 'teamwork' and delivery, despite our remote circumstances. The 2 years of the pandemic saw me lead further change and restructuring within the team, Waitrose and the wider JLP whilst continuing to lead on supplier relationships, product leadership and customer delivery whilst our growth, market share and customer metrics outperformed the market and our competitors. In the autumn of 2021 I led both our Supplier and Farming Conferences 'live' virtually with audiences in excess of 1000 participants including a 'live Q&A'. In the spring of 2021 with the exponential growth of our online business I led the team in the development of a supplier category strategy for online growth ensuring we had long term plans for our most complex supply chains to 'shore up' our ongoing strong digital growth both through waitrose.com and the new Deliveroo partnerships.

I was the co-founder and leader of a new innovation unit - JLP Ventures - which I set up at the 'centre' of JLP to build new customer propositions for the future across both John Lewis and Waitrose in pursuit of new growth for the future of the Partnership. Primarily in the digital and services space, this involved creating an entirely new team (30 people) new skills (digital, product ownership, go to market leadership, and customer propposition development). We created standalone digital capability in new partnerships with a combination of in house and agency capabilityAmongst our successes we launched new businesses, next wave across health, meal boxes, same-day delivery, Loyalty and Financial ServicesWe built a relationship/Partnership with TrueCapital as the Partnership’s experimentation engine for next-generation digital tech and worked with them to review 'start-up' entrepreneurs coming to market either through mentoring them and/or seeking to connect them with JLP brands to help them scale.Through JLAB we created a Partnership programme each year inviting new 'start ups'/entrepreneurs to pitch ideas around specific areas of growth eg Health, rapid delivery, subscription etc... Following a 'pitch day' 3 successful ideas were invited to work with Ventures to build and scale their ideas

- Transformed Waitrose Convenience business over the course of 3 years from a loss making (-£15m) to +£15m profit, hitting IRR & ROIC business targetsDevelopments Led include:- A new Customer Proposition and rolled it out mobilising through Mission based ranging, a targeted value and loyalty strategy, development of new services (C&C, Sushi Concessions & Dry Cleaning) and customer service & payment development.- A location strategy to take the format to 90 locations across the UK- A growth Partnership with Shell opening the first 15 little Waitrose@Shell PFSs- A capital efficiency programme across build and fit out reducing 'cost' to build by 25%. - A leaner store operating model reducing labour and op costs by 15% - A Partner talent strategy including 'early years' Unit Leadership opportunities and working with BITC to develop an apprenticeship and 'get into work' programme for ex-offenders and disadvantaged groups.

Transformed a buying services department into a commercial operations directorate through development and acquisition. (Team grew from 50 -300 over first 3 years)- Established a Commercial Change Capability to own and transform the Commercial Operating Model- Identified the need for a more 'sophisticated' approach to Supplier & COGs management and set up a Supplier Management function delivering an additional £50m COGs in year 1.- As supplier investment in media started to grow we established a Media team as part of the Supplier Management team.- Took on the range and space team as result of restructuring and moved them from a 'plannogramming' team to a category analysis and planning team.- Merged the range and space team with new capabilities developed in pricing and promotions strategy to land 'essential Waitrose' our biggest ever own brand launch (Valued now at £1bn)- Grew our 'small' export function into a B2B UK and Export function landing the first trial partnerships with Welcome Break & Shell

Board mentor as part of JLP partnering with Pilotlight. I coached & mentored a number of Charity executives boards. Charities supported through mentoring included The Harrow Carers & The Woodland Trust. Mentoring & Coaching included fundraising strategies, organisational design, leadership & setting direction and strategy.

As Director Convenience I worked with BITC to give young people from disadvantaged backgrounds work experience in our Little Waitrose stores. Our results were extremely positive with 85% of those completing work experience going on to secure permanent work, this included, in some instances, our convenience stores. My time supporting this programme was very rewarding and often humbling. My activities included prison visits understanding the challenges of those leaving prison and the lack of support to move on with their lives. I also attended a number of Department of Work & Pension forums to lobby for greater support and investment for infrastructure to help service users access work experience and services to help them get into work.