Run the Change is a close network of executive consultants who provide key program and operational interim roles where clients need senior experience that is either hard to find or difficult to free up internally. Driving through successful business transformation is very often achieved through the knowledge, experience and perspective of a few seasoned change agents who have lived through and managed major transformation programs. Run the Change exists to provide these change agents - people who have formerly held senior management and executive roles- who are now looking to use their experience to help other organisations drive successful transformation. We solve the common problem where this level of internal experience is often tied into the senior operational roles. Our interim engagements are typically in the areas of Process Transformation, Change Management, IT Service Strategy and Architecture and Program Management. The common thread is the need for senior experience with expert understanding of how to successfully Run the Change.www.runthechange.comRun the Change is the trading name for Starting Line Solutions Ltd.

● Supporting the transformation of End User Services to adapt to remote working in the post-Covid-19 ‘new normal’.● Facilitated the development of a change strategy across UK and offshore teams.● Transforming the Digital Workplace team to a SAFe operating model.

Responsible for the end to end Procure to Pay process for Vodafone Group Design Studio, Digital Operations and Customer Transformation. Managing day to day operations whilst also leading a transformation programme to move the Customer Experience design team from a Delivery based culture to a Centre of Excellence business model.

As part of the Payment Services Regulator's New Payments Strategy, Cheque and Credit Clearing Company was merged with BACS, Faster Payments and UKPA to form the New Payments Services Operator. I was Project manager for the legal merger transaction of Cheque and Credit Clearing Company into NPSO.

Govia Thamelink Railway (parent of Southern Rail) were investing in new Operational Systems to create an end to end integrated systems environment. I project managed the initiation of the Business and process change work streams across Train Planning, Crew Rostering and on the day Control.

Design and implementation of Service Management processes across Vodafone UK for Enterprise customers.

Delivered a commercial strategy for the CEO and Senior Leadership team.This involved product and organisation changes to transform the CQI proposition from an Individual (Membership and Training) to Enterprise (Knowledge and Advisory) orientation.

Led the programme to introduce Contactless payment on Oxford buses. Managed global team (Melbourne, Singapore, Cambridge, London and Oxford) to initiate and mobilise a joint venture between Go Ahead and Littlepay. Complex stakeholder map involving Government, Technology Suppliers, Bus Operators, Fin. tech pioneers and potential customers.

On Track Retail was a start up company created to develop a new Web based ticketing system for Southern Railway, Thameslink, Southeastern and London Midland.As Transition Manager I was responsible for all the non-technical aspects of go live includingStakeholder management, communications, pricing, contracts, training, support model, UAT, data migration.

Developed the processes and organisational changes required to launch a new Hybrid Cloud product for Vodafone enterprise clients.Working closely with VMware and the Vodafone teams in Germany and UK to provide private cloud, public cloud and hybrid cloud services.

Developed a start up Lean programme within the CIO function.Designed and Implemented a change programme to transform the sourcing and delivery of IT infrastructure work packages by third party suppliers.Key performance metrics improved from 43% to 96% through the duration of the initiative.

Applied Lean continuous improvement to ; reduce the cycle time to produce quarterly investment reports for UK institutional clients, improve quality and efficiency of Business Development for Liability driven Investments products and streamline the Global Client Take on process.

Provided Lean consultancy services to improve the performance of core Commercial and Retail processes including Product Launch on JL.com and Branch Stock management.Developed the business case and proof of concept that established an in-house Business Process Unit within John Lewis.

Led the group department responsible for Business Intelligence, Enterprise Data Warehouse, Operational Research, Lean Continuous Improvement & Business Performance Management across BA.Created the BI Competency Centre.

Led the BA Continuous Improvement programme to embed Lean CI across BA

Led department providing OR services across BA - Yield, Network, Scheduling, Operations, Customer , Sales and Marketing, etc.

Led the transformation programme across the BA IT function - 2,500 people. DSDM, Service Delivery, Single portfolio, etc.

Managed the operational research teams in Engineering, Cargo, Networkplanning and Head Office

Responsible for long term flight crew manpower planning, introduction of the 747 - 400, flight training, simulators, training recency .