Led the creation of a new Shared Services centre located in Leeds City Centre through the centralisation of a broad range of process from 14 operating companies into a single centre reducing required headcount by over 50% in 2 stages. Manging over 30 key business level 1 processes. ( HRSS, P2P, Fleet & Fuel, Programme Office, Transactional Finance, Customer Contact Center & Social Media. Centralisation of 7 customer telephone and social media centres into a single national customer contact centre. Implementation of a, state of the art, telephone contact centre including the automated measurement of customer sentiment at all call stages. Customer feedback survey on telephone operations at upper quartile CSAT and NPS scores. Extensive use of a data driven lean approach to deliver low transactional costs for high value services.Delivery of corporate wide G&A cost reduction programme through multiple individual projects focused on bottom line savings ranging from debt collection improvement through to customer self-service on lost property reporting and automated matching.Created an exceptionally strong and focused team through a combination of working environment, good communications, empowerment and clear vision. Reflected in employee surveys placing the SSC team at the highest level in the company.

Responsible for the Kelda Group Shared Services Centre covering:• Finance Accounts Payable and Accounts Receivable • HR Shared Services• Payroll• Procurement (direct & indirect)• Enterprise Service Desk (IT 1st Line Support and internal customer support)Radical transformation of front and back office services to achieve leading edge Shared Services performance through a combination of process redesign (Lean and 6sigma principles). Extensive use of KPI reporting using a range of visual techniques.Working closely with customers at all levels in the organisation to deliver service beyond expectations through customer orientated process design.Implementation of transactional cost models to enable benchmarking, identify wastage and deliver commercial levels of cost to serve.Transformed the centres culture to achieve high levels of performance and create an amazing place to work, developing colleagues to take on more senior roles in the company.SME across a number of process streams implementing SAP S4/Hana, Success Factors and Ariba, utilising the opportunity to design and implement more efficient ways of working and improved colleague experience.Implementation of Robotics Process Automation (RPA) to the accounts payable process including process redesign to support automation.Extensive use of change teams and virtual teams to drive continuous improvement and culture change, with new initiatives being delivered on weekly basis.Implementation of a weighted / balanced score card to monitor performance across all customer facing measures and team related soft factors.Resource optimisation through a combination of cross functional skilling, workload prioritisation and external resource pools.Creating a true commercial culture balancing speed, cost and quality in line with SLA agreements developed with internal and external customers.Managing relationships with C level colleagues to further enhance the value that a SSC can deliver to the company.

Rural farming (Olives, Figs , Almonds, Oranges & Goat ). Hospitality in France and Spain

Promoted to Board Director with increased executive team responsibilities.Identified and developed HR within the business on the basis that employees are the primary source of competitive advantage. Focused on a commercial approach which would differentiate against competitorsWorked extensively with the management team to define the business strategy and took ownership of the resourcing challenges to enable the delivery of the strategy.Providing commercially focused operational and strategic HR support across multi site activities.Implemented a full talent management cycle approach to resource management to grow and retain a competitive advantage.Provided Employment Legislation and HSE Legislation support across the groups 3 EU offices.Defined and produced a suite of commercially focused HR policy and procedures through the use of virtual teams.Participated and input into a diverse range of client engagements with a focus on people and assets.Provided strategic support to Utility client executives on business change and HR management in an engineering environment, from boiler room to board room.Established a KM regime focused on knowledge and application as a competitive advantage.Managed all HR & TUPE aspect of an acquisition and during due diligence of target companies.Overhauled the rewards and recognition systems and introduced flexible benefitsOutsourcing of non-core and low valued added activitiesMaintained a lean organisation in line with a strong commercial focus.Coaching and mentoring at all business levels.Managed full recruitment process, including overseas recruitment, visa management, potential employee open days, direct recruitment and use of focused agencies. This was a combination of direct interviewing and management support on interviews.Implemented monthly and annual employee briefs including a team based cascade process.Managed the provision of external L&D providers after exhausting internal options.

Responsible for the delivery of a diverse range of projects providing consultancy and IS solutions to the Gas, Water, Electricity and Rail Sectors.Providing Consultancy Support to Senior Managers and Directors in market Segment.Support Sales and Pre-Sales in Tender preparation and presentations.Implementation of KPI reporting presented as executive dash board.Implementation of formalised project reporting and risk based resource management.Implemented a specialist Asset Management consultancy team to change the thought process in clients’ approach to Operations and Maintenance.Significant input into strategy development based on introduction of a “hub” approach to whole of life asset management.Escorted clients on several hospitality ventures.