Responsible for the delivery of IT across all the Samworth Brothers businesses.

I have given talks and presentations on delivering transformational change in business, focussing on delivering "big change" in an agile fashion. Engagements have included:April 2015: Guest speaker at a Change Makers Dinner (Seraph Sphere): May 2015: AIIM Webinar: Transform Your Company Through Modern Process ApplicationsJune 2015: Guest speaker at IORMA Roundtable: Transforming the Customer Experience with Digital Connectivity and Mobility June 2015: IRM BPM Conference:… Show more I have given talks and presentations on delivering transformational change in business, focussing on delivering "big change" in an agile fashion. Engagements have included:April 2015: Guest speaker at a Change Makers Dinner (Seraph Sphere): May 2015: AIIM Webinar: Transform Your Company Through Modern Process ApplicationsJune 2015: Guest speaker at IORMA Roundtable: Transforming the Customer Experience with Digital Connectivity and Mobility June 2015: IRM BPM Conference: Business Transformation through Modern Process ApplicationsNovember 2015: Guest speaker at a Change Makers Dinner (Seraph Sphere) Show less

The main challenge in this role was executing transformational change during a period where the business itself was changing due to external pressures (particularly economic and government intervention). To overcome this I incorporated an agile change approach, delivering rapid smaller changes with clear benefits and at the same time driving to achieve the overall vision and objectives. I believe this approach is becoming necessary with the pace of technology change every business is… Show more The main challenge in this role was executing transformational change during a period where the business itself was changing due to external pressures (particularly economic and government intervention). To overcome this I incorporated an agile change approach, delivering rapid smaller changes with clear benefits and at the same time driving to achieve the overall vision and objectives. I believe this approach is becoming necessary with the pace of technology change every business is encountering (Gartner call it the “Nexus of Forces”).I also learned a great deal about taking advantage of modern technology (especially business process management software (BPMS) and mobile capability) to make revolutionary changes to business process. Show less

Separating two businesses is a complex exercise which impacts all the key change areas (process, organisation, information, technology and behaviours). Starting with a fledgling team, I built an effective IT department through mentoring, coaching and careful recruitment. By developing an IT strategy aligned with that of the business, I was able to rationalise the software and services provided by the IT department.

I led a business change programme to change the focus of the business. This involved the development of new products and services coupled with a change in the culture of the organisation. I learned how to apply the change management techniques I have acquired through previous roles, on a business wide change impacting every individual in the business. I also honed my executive stakeholder management skills.

I was responsible for identifying opportunities for the business and delivering the most promising. I gained a great deal of experience in developing and presenting board proposals which proved very useful in subsequent roles. I also built on my ability to take conceptual ideas and develop detailed plan to bring them into fruition. Whilst working in this role I enhanced my business process re-engineering and eCommerce skills.

My primary achievement in this role was integrating two separate project teams (as a result of company merger) and build a strong capability for business change within the unified business. Key to this was expertise gained in HR related activities to change, including consultation, team selection and team building. In addition it was necessary to introduce good project and programme management methodologies that suited the needs of the business (based around Prince 2)

Leading a team of business analysts I was responsible for ensuring good analysis practices as well as conducting complex business analysis tasks myself. Key to this was strong stakeholder management, aligning the needs of the business with the practical use of IT.

I was responsible for many of the IT aspects of the merger and acquisition of BHI by Reckitt Benckiser. This involved understanding the complexities of each business and making pragmatic decisions to enable change to happen at pace. The rapid speed of integration was good experience for today’s “agile change” approach.

BHI had a number of international offices and it gave me good insight into working with small teams where communication was challenging (both due to distance and language). I learned to enable change across many different cultures, adapting my approach as appropriate. One of the key programmes I led was a knowledge sharing initiative which required the use of appropriate technology (intranet and extranet) coupled with a change in the culture and ways of working across the… Show more BHI had a number of international offices and it gave me good insight into working with small teams where communication was challenging (both due to distance and language). I learned to enable change across many different cultures, adapting my approach as appropriate. One of the key programmes I led was a knowledge sharing initiative which required the use of appropriate technology (intranet and extranet) coupled with a change in the culture and ways of working across the enterprise.During the latter part of this period I was change manager for a major SAP implementation. I expanded my facilitation, communication and stakeholder management skills to minimise the risks and maximise the benefits of the change. Show less

In this role I was running workshops several times a week. It was a great opportunity to develop and practice my skills in presentation,facilitation and creativity techniques. The key challenge was developing basic project management skills within the general business population. This required distillation of project management methodologies (Prince 2) into something that was simple and useful for people running small projects as part of another role.

I was responsible for a variety of projects in the Logistics function from IT implementation (warehouse control systems, fleet management) to new build warehouse projects. This gave me a strong foundation in classic (Prince 2) project management of complex projects. The skills learned here have been applied countless times in future roles.