• Senior member of the team tasked with delivering a multi-year programme to support FatFace's business objectives: enhancing operational efficiency and scalability:o Led multiple selection processes for the new integration software, ERP replacement, and a Buying & Merchandising solution.o Implemented of MuleSoft as an integration layer, significantly improving data flow and communication between key systems.o Supported the upgrade of the website platform to SalesForce, ensuring a seamless transition and enhanced customer experience.o Replaced of end-of-life legacy systems with Microsoft D365 for order management, finance, and tills, modernising core business functions and improving system reliability.o Accountable for the design and implementation of Board: a new Buying and Merchandising solution for FatFace. This covered Merch financial planning, range planning, assortment planning, allocation, replenishment, and PO creation and maintenance.Core responsibilities:• Accountable for ensuring the solution design across the portfolio of projects was fit for purpose• Aligned To Be Business processes with FatFace's business strategy and the capabilities of the applications being implemented, driving effective integration and value realisation.• Engaged in Board-level communication and management, providing strategic insights and updates to senior executives, ensuring alignment with organisational goals and expectations.• Collaborated with cross-functional teams to design and implement a robust business architecture, aligning systems and processes with long-term business goals.• Championed business change initiatives, effectively managing stakeholder expectations and driving the adoption of new technologies and processes across the organisation.• Accountable for all training and post implementation support activities.

Worked under an associate agreement with Searchlight Consulting supporting ERP Business Transformation Programmes (SAP, Oracle EBS, Kastle suite). Examples of client engagement are as follows:Completed two roles at a large European food distribution company. These were as follows:1. Portfolio Director reporting to the CEO. The core function of this role was to:o Budget management of the Portfolio - £15m per annumo Coordinate and maintain the strategic direction of the Change Programme by instilling and enforcing programme management disciplineso Proactively managing risks, roadblocks and interdependencies across Programmes and Projects within the portfolioo Drive support for Change at a Director level o Ensuring coordination between the Change Programme and the rest of the business (e.g. Change Programme demand for IS resources)o Single interface between the Change Programme and the IS department. Key responsibilities were:• Programme management of technical development including assignment and management of project resource• Interface to 3rd party development houses to support development of robust business cases• Challenge the scope and requirements associated with individual initiatives• Facilitating workshops between Business and Technical teams to develop accurate requirements based on delivery of business benefit2. Interim Head of IS Assurance reporting to the CIO. The core function of this role was to:o Create and manage the IS PMO and Testing function o Rebuild and roll out a sound Project Management methodology across Brakes UK and ensuring the new ways of working were successfully embedded into the IS department both from a procedural and cultural perspective. This included all associated documentation, gating processes and programme governance

Provide consultative and interim support in the following areas:1: Change Management2: Project and Programme Management3: Stakeholder management up to Board level