- accountable for the ongoing development, adoption and alignment of the Marketing and Sales technology stack, including ClickDimensions & Dynamics 365 (CRM) - responsible for ensuring a US$1M investment in the system was successful, making fundamental changes to the original backlog and launched a superior product surpassing business expectations - developed the strategic roadmap in collaboration with sales and marketing leaders across the business where my expertise in sales and marketing operations is helping guide and inform decision making

- Key member of the leadership team tasked with launching the Sales Operations function to drive a globally renewed focus on sales- Direct accountability for the strategic direction of Technology, Process, Training and Reporting - Facilitate monthly calls with global salesforce to promote the adoption of new technologies, drive process improvement and alignment- Hold full accountability for product vison and direction, incorporate feature requests into product roadmapCustomer Facing Portal (“Customer Portal”):- Drove the launch of a combined technology solution for both B2B and B2C customers enabling the purchase, payment and tracking of services online. Developed strategies to enhance adoption through meticulous design and prioritisation of key features impacting both customers and employees. Dynamics 365:- Supported with revenue generation by re-engineering methods of how B2C prospects are managed from lead to booking. Delivered time savings by removing administration tasks enabling teams to focus on booking new business. Streamlined existing processes and simplified workflows. Increased system adoption to 100% of sales force through improved system integration and deployment of improved functionality for usersClickDimensions:- Directed the launch campaign automations that supported with an increase qualification ratios by 10% through utilisation of SMS messages and email interactions to engage with prospects at the right time. Global ‘Nurture’ campaign saw an 80% interaction rate with emails and aided sales teams to bookPowerBI:- Worked collaboratively with regional sales heads to define and agree requirements with regional sales heads. Worked with developers to design and launch globally aligned reporting enabling performance and financial tracking to manage teams and drive smarter business decisions

- Reported to the Group CEO and VP Crown Relocations - End-to-end ownership of several strategic projects from ideation/initiation and estimating through to design, execution and benefit realisation to drive the digital transformation of the business - Demonstratable in-depth knowledge of company strategy to lead change initiatives to 500+ users globally, including C-level stakeholders. - Supported transformation by championing a continuous improvement culture to processes, technology and customer experiences Project ‘Pointer’:- Business process transformation project for the Groups largest logistics service. Documented existing process, identified pain points/relivers and proposed future solutions. Delivered reductions in administration processes by 45% though the implementation of redesigned processesDigitised Proposal Tool (“Online Move Hub”):- Directed the global rollout and adoption of digital proposal designed to enhance the sales experience for customers and employees. Created user stories with key stakeholders and owned product backlog. Upskilled the global salesforce and accountable for high adoption rates. Worked closely with the Insights team to coordinate customer insight project and improve UX and UIePacking:- Oversaw the launch and development of internal operating system (‘ePacking’) designed to digitalise the inventory process, used by both internal packing crews and external service partners

- Product Owner and Project Manager for cross-brand, global roll out of Microsoft Dynamics CRM- Developed project scopes, utilised Agile and Scrum- Accountable for the training and direct management of an internal project team, maximised productivity through ongoing performance monitoring and review- Designed and document test cases, with full coverage from user stories and acceptance criteria. Ensured inclusion of testing for both positive and negative scenarios- Applied change management process based on PROCSI methodology to create a strategy to support adoption of the changes required by projects- Launched ‘Super User’ program across the group to support adoption of the system, including facilitating a weeks’ training program in Hong Kong- Defined reporting requirements ensuring ROI was measured through monthly Benefits Realisation report