Axiom, a recognised leader in the business of law, provides tech-enabled legal, contracts, and compliance solutions for large enterprises. Axiom’s solutions combine legal experience, technology, and data analytics to deliver work in a way that dramatically reduces risk, cost and cycle-time. The firm comprises 2,000+ lawyers, professionals, process engineers and technologists who serve over half the FTSE 100 across 15 regions and 3 centres of excellence globally.

Strategy Consultant: Responsible for the creation of a 5-year business strategy for Kier Workplace Services (KWS), a c.£300m business, working with the KWS MD and Senior Directors, and liaising with Kier Group Strategy Team. Led detailed market analysis, portfolio review and financial analysis. Composed and presented a comprehensive plan outlining key business goals and objectives, alongside a 5-year action plan, cash strategy, strategic workforce plans, market propositions and targeted entry strategies, as well as acquisition analyses/recommendations.Merger & Acquisition Programme Management: Management role in the acquisition of several local authority contracts from a competitor organisation, including TUPE of 100+ staff; responsibility for the management of three major projects, each with 15 reporting workstreams, ensuring the successful transition of staff, systems and processes; negotiated and put in place a transitional service agreement for the temporary use of competitor’s IT equipment and services during transitional phase.Transition Programme Manager: Successful on-boarding of services as mobilisation manager in the transition of multiple new services contracts, including ultimate responsibility for a wide range of tasks, from end-to-end TUPE processes, to procurement supply-chain set-up, to IT implementations.Programme Manager responsible for a number of office moves.

Strategic Business Review and Market Analysis: Analysing performance of business divisions against the markets in which they operate; presenting recommendations on strategy to Senior Directors, including acquisition targets; reporting to Kier Group Board on the impact of government policy changes, market trends/risks, and competitor activity.Major Transitions: Project Manager responsible for the service transfer of a £20m per annum Commissioning Services contract with the NHS under the Lead Provider Framework (LPF), overseeing project managers working to transfer thirteen services across four different business streams. Held responsibility over tracking the progress of the mobilisation, ensuring each service’s operational readiness, and reporting to senior internal, client and NHS stakeholders.Transformation Programmes: Taking an active leadership role on the Operational Board of the eMBED Health Consortium. Responsible for managing programme to transform services delivered by eMBED to CCGs across Yorkshire & Humber; tracking performance improvements, escalating key risks, developing and introducing performance and governance measures, and reporting on progress both to internal stakeholders, clients, and senior executive stakeholders within the NHS.Commercial Negotiation: Working with business directors internally and client stakeholders externally to resolve legacy contractual issues and to finalise specification requirements for the IT and BI service streams across the Yorkshire and Humber region.

Following the Acquisition of Mouchel by Kier Group, I joined Kier's Services Division.Project Management: Managed the development and use of an Education HR and Payroll system within a tight 6 week deadline. This required the acquisition of sufficient knowledge to successfully spec’ and build a platform to accelerate customer training and to model future deployments. Also responsible for designing system testing processes and an interfacing governance model.Supporting Business Transformation Programmes: Multiple payroll implementation projects, migrating Mouchel’s payroll portfolio from the legacy SAP system into a new Selima environment. Data Lead within this programme, responsible for all data migration projects, overseeing the analysis and validation of existing and newly received data. Process Improvement and Design: Reviewing targeted processes within the BAU workstreams; mapping workflows and improving turnarounds; designing data management and administrative processes for new software.Business Data Analysis: Analysed and presented a review of a client’s agency spend against comparable permanent employee costs, highlighting trends over a two-year period and isolating specific areas and strategies to combat overspend.

Skills Developed:Supporting business transformation programmes: Working on multiple data implementation projects, I was instrumental in Migrating the company’s HR payroll portfolio from a legacy SAP system into a new cloud-based Selima environment.Data Migration: As lead Data Analyst, I was given ownership of the data migration process, also undertaking continuous process improvement and governance to expedite the process whilst enhancing accuracy.Project Management: Given a role within my client's programme management team, I was instrumental in planning an implementation pipeline of existing client migrations and transitioning new business. I introduced new governance procedures and safeguards to ensure that projects are completed to deadline.Team Leadership: I recruited, trained and managed a team of Data Analysts to work on current and future implementations within this programme, and I took on a role in training the ops teams on site to use the new system.Stakeholder Management: I have worked closely alongside both internal and external stakeholders, communicating issues within implementations, managing expectations and working alongside both parties to develop acceptable solutions within existing, inflexible timeframes.Business Data Analysis: Analysed and presented a review of a client’s agency spend against comparable permanent employee costs, highlighting trends to focus on over a two-year period and isolating specific areas and strategies to combat overspend.Process Improvement: As a result of the success of my process improvement work within the above implementation programme, I have regularly been approached to review targeted processes within my client's BAU workstreams; mapping workflows and improving turnarounds successfully.

- Contracted to CBU as Change Manager, responsible for reviewing business processes in several under-performing departments, as well as introducing and managing projects to improve productivity. Conceptualised and project managed a number of innovations, including a new employee portal system and an automated telephone time-logging system - both of which contributed to a measurable improvement in service provision. - Subsequently given the responsibility of managing the struggling live-in care department, and under my leadership, sales in this department grew by over 200% in a seven-month period. Oversaw recruitment, client management, customer care and employee management; reviewed processes and the logistical planning of the department.

Building relationships and workshopping with potential clients to develop an understanding of their requirements, industry and corporate culture, scouting potential candidates, selling the role to them, and the candidate to the client. After successfully closing a given sale, relationship management skills became invaluable, to ensure a smooth transition and secure repeat business. To this end, communicative ability, high-level sales techniques, and time and people management skills were indispensable.

Chiefly working in Pensions Discontinuance with a focus on data validation, reconciliation and migration, I worked closely with the wider JLT team to meet strict targets and deadlines. Alongside my other duties, I was responsible for compiling reports on scheme wind-ups to present to trustees, and regularly made high-level presentations.