Spottitt helps infrastructure owners increase the reliability and sustainability of their assets by providing effective, scalable, and low carbon satellite derived inspections to monitor more than 20 risks fully remotely. Connected to 200+ satellites and ahead of the service automation curve, clients choose Spottitt because we bring them services that combine all that space has to offer with disruptive pricing. Our company vision is to distrupt today's complex and costly geospatial analytics market till we reach a point where all organizations large and small have intuitive affordable access to this enabling technology to support the achievement of their sustainability goals.As CEO I am proud of the following achievements:- Bringing onboard our first external investors EIT Inno Energy- Nominated by Harwell Science and Innovation Campus collegues as a rising female star for a WeAreTheCity Rising Star award- StartUp Hub Poland Cohort 1 demo day winners and the start of the existance of our Polish subsidiary.- Spottitt voted in the top 100 space companies by the readership of NewSpace People

I worked closely with the client on channel infrastructure improvement programs aimed at Microsoft breadth partners. These include coordinating the setup and maintenance of 9 multi-language web sites, studies into the potential use of syndication for distributor web sites and the setup and maintenance of a management dashboard to visualize the “health” of the channel for all countries in EMEA. Through these projects I helped the client reach thousands of partners and guide strategy for future channel infrastructure projects.

I was brought in to the projects department to setup and lead an internal audit program which would touch each key project manager every three years and would ensure full alignment to the document Quality Management System for project delivery. Alongside this I ensured that the documented QMS is constantly updated and improved and that the department is fully informed of changes to the QMS. Due to the success of the first year of the audit program it has been extended to include other key roles, QMS documents are reviewed and updated on a three year basis and I made steps towards increasing awareness within the department through newsletters and acting as an on site champion for the QMS.

Maintenance Dapertment 1 million Euro maintenance budget, the safety and quality of the maintenance work and programs. Through the use of breakdown analysis the group delivered < 1 breakdown/month, while spending only 95% of the 1 Million Euro budget and introduced the use of SAP Maintenance module. Together with purchasing, I negotiated all maintenance contracts that required renewal - aiming to always get the right balance between cost and level of coverage required.New Initiatives Department Manager - With a group of 2 technicians reporting to me, I was responsible for working closely with the Central Technical Groups on new or improved detergent formulations. She lead assessments about the safety, quality and production impact of initiatives, developed solutions, requested capital, delivered and validated each project as per agreed product quality, process reliability, cost and schedule targets. Projects would range in size and complexity from a simple perfume upgrade to new raw materials requiring validated process changes.Quality Assurance Department Manager - Analysis and improvement implementation after any Quality Alerts and Quality Incidents. Preparation and execution of department’s first Validation Master Plan and QA action plan, culminating in bi-annual external QA audit in which the making group and plant overall scored 98 %.

Soluble Tablets for Detergent Liquid: High pressure, high stakes. Project to be first to market with “new look” liquid tablets from a newly developed high speed line. I delivered a specially designed electrostatic powdering booth and case-packer. Delivery included specification development, vendor selection and follow-up, management of design changes, installation with reliability and PPM defect levels testing, training and qualification of lead operators and Validation documentation handover to QA. To ensure a smooth start-up, together with the regional QA responsible, I gave training to the rest of the project team on the use of Procter & Gamble’s Reliability and Quality Assurance tools to ensure smooth start-up and meet all validation requirements.Contract Manufacturing Coordination: Single Point of Contact for one of P&G’s key global intermediates suppliers. Working together to develop new classification, extrusion and spray drying processes, optimizing existing process, (realized USD 1 mln annual raw material savings for P&G through development of a loss tree) and followed up on reliability and quality issues to ensure perfect supply to P&G. Only P&G representative allowed on site after an explosion took a supplier out of action for 12 weeks. My role was to assist and communicate progress, ensure that safety study was fully updated and all recommendations implemented i.e. Upgrade explosion suppression system.

Powder Detergents Making: Centralized technical group supporting detergent innovations and upgrades within Procter & Gamble’s 4 Western European plants. Delivered USD 11mln multi-site detergent upgrade including USD 1.5mln savings. Several projects covering design, installation and start-up of new processes to deliver agglomeration, liquid mixing and even automatic control of a spray drying tower using Fuzzy Logic. Led multidisciplinary global team through the conceptual and feasibility stages for the introduction of a new perfume particle, managed the Lotus Notes team space, chaired meetings, followed up on actions, progress vs. schedule, reported status to upper management and delivered my part as engineer on the team.

Installation and Start-up of 2 new Pringles production lines: Reliability Engineering owner, responsible for plant acceptance and testing of all process equipment. Assignment included 1 month in US Pringles plant to learn P&G Reliability Engineering methodology after which I reapplied learning’s and tools to the start-up of two new Pringles lines in Belgium. I developed a start-up template, carried out all reliability testing for the processing equipment and spent 2 months on shift following progress after start-up.