A member of the IET and ITLT reporting to the Group CIO.Responsible for leading and driving operational excellence across all the Technology operations for our Brands, Regions, Functions, and our Retail Businesses. Developed strong strategic partnerships to drive value and high level of sustained service and organization performance improvement including major shift to cloud Acceleration and optimization.Built and leading large internal and 3rd party Global teams covering: • Enterprise Applications and Eco system including ECC / SAP and HANA• SRE and Cloud Operations, • Engineering, Network, Compute, Unified Communication, Collaboration, Hybrid work • Service Management, Change, Availability and Capacity, CSI• Performance management, value realization and compliance• Infrastructure ArchitectureDrive best practice and value through process optimization, innovation, elimination of waste, duplication, and Tech Debt. Relentless and resilient drive to “Raise the Bar”Significant budget responsibility, and continue to deliver year on year, cost optimization initiatives continually driving value through the teams, environment and partnership with key suppliers.

Estee Lauder are the global leader in prestige beauty delighting consumers with transformative products and experiences, inspiring them to express their individual beauty. We are the only company focused solely on prestige makeup, skin care, fragrance and hair care with a diverse portfolio of 25+ brands sold in approximately 150 countries and territories net sales of over $14.B and 48K+ employees• Responsible for Global Compute, Network, Infrastructure support services across all Regions• Leading teams for Service Management and Cross Functional services (incident, problem, CMDB, SAM etc) including Global and Regional Service through managed service partners.• Key role as member of the deal team on major Global Transition & Transformation program to a Global managed service partner, including contract negotiation, Due Diligence, transition, and operation services transition ~$800m.Leading Global Transformation, including new ways of working and a game changing shift from a project-centric model to a faster, more agile new approach to products-and-platform-based delivery model. Transformation includes design, build, and operate: o Product and Platforms with Dev/Sec/Ops & Quality Engineering operating modelo Talent & Change Management, APR & Cloud and Organizational Change managementDelivering IT Infra, and DXD capability for new state of the art Global R&D facility in ShanghaiDeveloping and implementing user centric measurement and customer experience, with new intelligent orchestration and measurement approach utilizing NPS methods and frameworks.

MACRAE SKYE is a sustainable children's clothing line. Our mission is to cloak children with vibrant, and ethically made clothing that celebrates both a child's individuality, and cultural diversity. Chief Operations and Technology Officer:Together with the Founder of MACRAE SKYE we have designed a full circle system to reduce waste, to take care of partner communities, and to repurpose clothing for many years to come. Established business operations and technology foundation for MACRAE SKYE NY Identified overseas International production partner, and the US fulfillment partners through a robust RFI and commercial evaluation process Selected company technology platforms and established online B2C platform with full order process, social and merchant integration on the shopify platform, and made ready for May launch Establishing front and back office approach including, accounting platforms, processes, and business banking facilities

AB InBev is a $70B USD revenue Global Beverage Business (with over 500 brands with more than 120k employee's world wideRegional Executive management team member. I was responsible for a new transformation operating model and structure for the Africa zone operating all Business, Technology & innovation delivery and operational support building a new capability centre:Finance, AR, AP, A2R, tax, treasury, capex, credit management, cash flow forecasting, efficiencies andautomation.Marketing, internal digital content, social listening and reporting, social responding, campaign planningLogistics, MRP, import / export, DP, spares and shutdown planning,Freight, APO and TMS.Employee services, payroll, Learning and development, rewards.Transformed the Zone capabilities for Route to Market (RTM) at pace to deliver Market uplift by raising the capabilities by deploying the Contact Model 2.0 platforms for front lines sales, B2B, Telesales. across 14 Countries:Responsible for delivering a step change in strategic initiatives:• 10 Countries deployed and implemented Salesforce platform in less than 6 months• 11 Countries simultaneously Live on SAP HR platform with data adopt standard of 99.57% in a 7 month programDelivered major Transformation programs:• Led the divestment from SAB SAP template to Asahi SAP platform as part of AB InBev combination.• Carved out Coca Cola soft drinks Business from shared SAP landscape to separate Cloud platform.• Delivered in less than 5 months JDE TMS in SA delivering major savings.• Moved all legacy platform from 14 instances to the Microsoft Azure Cloud for Africa. Mobilising AB Inbev S4 Hana and Central Finance Transformation program starting in Africa as the base of the Global templateOver delivered 2017 Synergies by 33% & 50% over delivery in NoCC (Shared Services) efficiency.Delivered the SOX/ MICs for Africa into 14 Countries in less than 6 months.Reduced technology Opex budget by 44% in first 12 months

SABMiller are one of the world's largest brewers with 70,000 employees. With operations in over 60 countries, it has more beer brands in the world’s top 50 than any other brewer and it ranks among the top 3 brewers in more than 30 countries. The IS organisation has an annual budget of $492 million and employs 1,500 people globally.I am responsible in GBS for Strategy and for shaping strategic initiatives and I successfully transformed the demand management governance across the Group managing a ~ $220m annual programme portfolio and alignment with the Group Board and Regional management to optimize the way we manage and control our investment.Across the Group I led through my teams the Business process & IT engagement, governance including Global portfolio management, Enterprise Architecture, Business process, Information Security, Analytics & Information management. My role also includes the shaping and forming and delivery of business initiatives, Business service line management (CTC, RTR, STP, and Integrated Supply & MDM)Currently I am also playing a leading role in bringing together the Business services & IT transition planning as part of the convergence team in the largest FMCG merger in history of ABI and SABMiller ($107 Billion) .

Heineken owns and operates 165 breweries in more than 70 countries] and employs approximately 76,000 people. Besides Heineken Lager Beer, it brews and sells more than 250 other international premium, regional, local and specialty beers. The revenue is in excess of €19.billion and assets of over €34 billion. The IS organization had an annual budget of €440 million and employs 1,800 people globally. In my role as GIS Director Global Solutions, I was globally responsible for the management of business relationships and the design, development and delivery of all solutions across the Group delivering more than 3000 projects worldwide. Where I introduced a consistent and rigorous IT programme and project management methodology within Heineken, ‘’raising the bar’’ of our capability to deliver in a predictable and sustainable way. I was responsible for the IT enablement and delivery of our Strategic Business & IT driven change portfolio (€220m). This includes delivery of Global purchasing Company models and IT transformation projects such as Global SAP & ERP hosting, a global Network and Global Service Desk. In addition, I played a successful and pivotal role in the GIS Corporate Office Optimisation restructuring in 2014, including managing more than 200 people through the people and social plan process.

I was part of the Global BP&T leadership team, reporting to the Global CIO, and a member of the Americas Regional Business leadership team.In my role I was responsible for all Business Process & Technology (BP&T) ranging from strategy and operations to acquisition and system integration across the Americas Region (North America, South America and Central America).As part of the FEMSA integration ($5.5 Billion, 26,000 people) I was responsible for successfully delivering largest system conversion ever undertaken by SAP worldwide. large-scale, complex, multi-vendor carve out and outsourcing program in Brazil, covering process, applications, including data centre migration between Brazil, Mexico City (HP) and Europe (T- systems) touchingI also represented the Business interests of HEINEKEN as a Management Board Director for the Joint Venture Business in Panama and Costa Rica (Business role not IT role), with focus on business strategy, CAPEX investment, marketing and sales plans.I was responsible for the successful completion and rollout of the largest SAP investment ($200m) in Heineken through the transformation program in Mexico.As part of this role I ensured the right sourcing models and organisational redesign was delivered across multiple countries, and the people element was sensibly and compassionately managed through the change process, I was responsible for an International team of over 500 internal employees.

Managed the delivery of IS Integration as part of the Heineken and Carlsberg takeover of Scottish & Newcastle international business.I orchestrated and led the integration and migration to the Heineken operating companies in USA, European Business on behalf of Heineken and the separation to CarlsbergI developed principles of a regional IT strategy, and outlined the phasing for a commercially viable regional IT platform to support the regional ambitionAs part of this role I identified Asia’s operating companies’ key controls improvement programme to protect the business in terms of connectivity, access and security

S&N was one of Europe's leading brewers and in the top 10 by sales volume in the world, with strong positions in 14 countries in Europe and Asia and exporting to more than 60 countries around the world. It achieves turnover of around £5 billion and an operating profit upwards of £700 million. S&N had three of the top ten beer brands in Europe - Baltika, Kronenbourg and Foster's.I had the International responsibility for all Information Technology projects and operations across the International Businesses including North America, Eastern Europe, Russia & Asia.I was also the IT Director responsible from Scottish & Newcastle for the BBH joint venture and closely with the Carlsberg CIO and Senior Carlsberg IT team across the Baltics and Russia.In the role I was also responsible for the Integration of both Acquisitions and Joint Venture Businesses.

I was responsible for IT covering Brewing and Supply chain operations providing leadership and direction in engaging the team through change process including developing organizational design and transition process activities with reorganization savings of £4mI was a key leader in the S&N UK systems integration team, and I supported and led change to integrate seven UK systems functions under one team and managed the people impact.Managed various business and systems project teams providing a robust system-solution which produced significant productivity benefits of between 10 & 30%

Graduate Training programme accelerated from two years to 9 months due to previous experience and promotion in the Systems management role in Thorp project (£2Billion)

Technical apprenticeship 1985 - 1989, Engineering shift support 1989 - 1991. University course while sponsored by BNFL.Chapelcross Nuclear Power plant, Dumfriesshire, Scotland, UK