I was seconded from Shell Plc to restructure the C&P function in a Portfolio Company based on Global Shell best practice, including reviewing existing contracts, team structure, processes and procedures and to deliver greater alignment with Business Leadership Team and key stakeholders. • I resolved supply chain issues including fragmented contracting and poor business alignment whilst leading and building up the C&P function and my teams’ professionalism.• Contracted spend was in excess of £1bln and I led a team that increased annual cost saving by 150% each year through reviewing and re-negotiating key contracts. • Improved stakeholder engagement and compliance whilst also achieving above target OPEX cost savings - (i.e. re-negotiated a Call Centre IT contract to deliver 45% saving and process efficiency focusing on demand management and the specification of the contract scope as well as license costs).

Reporting to the VP Shell Downstream and as a member of the leadership team, I am accountable for the commercial performance of a multi-billion Dollar business. I ensure all projects optimise value and lead front-line support to our community of over 500 procurement professionals in the Supply Chain organisation, allowing us to significantly reduce costs while ensuring the continuation and enhancements of services.• Led a function-wide digitalisation and simplification change programme to eliminate waste and non-value activity with a cost saving of c.$10m across 20+ countries. I was awarded an Executive Vice Presidents Award for delivering this project on time and budget and my stakeholder management skills were called out as a highlight. • Bought commercial consciousness into the delivery lifecycle and the implementation of Supply Chain programmes; with cost savings in excess of $800m in 2019 achieved, c.40% ahead of plan.• By implementing greater discipline and rigorous measurement of KPIs within the Business plans, I have been able to identify and develop recommendations that were implemented to improve performance, leading to 90%+ Top Quartile Performance in Working Capital Improvements, Operating Costs and Operational Excellence.• Developed myself personally in this role by becoming a thought leader for Learning & Development, where I provide direction, leadership and support to ensure projects can be delivered successfully within culturally diverse teams. I have delivered a Knowledge Management system for sharing commercial best practice and learning from incidents and exceeded our 2019 $100m target of replication opportunities. • I have re-negotiated a new c.$200m 5-year contract for the delivery to over 1,000 Shell Retail Forecourts in the UK via a comprehensive Tender process, saving over 5% on budgeted costs.

• Used my previous Sales experience to deliver difficult procurement negotiations worth over $50m in value via new Revenue income opportunities & Supplier cost reductions and Managed Key Accounts across Europe.• Rebuilt and developed an under-performing European procurement team by improve the team’s commercial delivery, effectively supporting the entire contracting process and rebuilding trust with business stakeholder across multiple markets. • Shared best practice on how procurement strategies can influence successful value delivery via continued focus on Spend, Budgeting and Requisition to Pay performance. I implemented new Supply Chain Partners in the UK and other European markets achieving a c.8% cost reduction.• Managed Business Stakeholders, to look for new opportunities from existing and new suppliers to increase value to Shell. I developed the European Retail Category strategy for the Region, such as introducing a new Food on the Go initiative in Eastern Europe.

• Managed and led the UK Sales and Account Management Team of c.15 people to deliver a turnover in excess of £700m p.a. and added an increased contribution of over £5m p.a. to the bottom line.• By focussing on sales development and our customer’s needs achieved growth in fuel sales volumes and profitability (average c.10% p.a.). This was achieved through the improvement of the sales & account management process and implementing a Leasing Company offer in the market place as well as a third-party reseller programme to increase our customer base at limited costs.• Drove Business Development opportunities such as launching “Sales 1st” process to drive profitable growth through developing a world-class customer and sales focused organisation.• Ensured new system and process implementations into the customer base were effective and delivered reduced cost to serve the market, this including move to ERP GSAP System and changes to payment terms. Besides effectively leading with other key teams in this design and delivery process I ensured that there was a customer focus to these initiatives.

• Responsible for the product and business development of the euroShell Fuel Card Card offer including developing new routes to market via 3rd Party Leasing Companies and Shell Retailer Offer to increase the sales pipeline and lead generation by 100% (c.500 leads per month).• Negotiated and implemented a reciprocal multimillion-dollar fuel card acceptance agreement with another International Oil Company. This increased our card acceptance network by 40% and Shell Fuel Card overall profitability as we gained more customers for our Retail Sites.• Restructured the sales and account management team leading to increased sales growth and customer retention rates.• Led the development of the Customer Value Proposition including enhanced fraud detection and prevention as well as increasing the non-fuel product range available to customers to purchase such as Oils and Car Wash.

• Responsible for contract negotiations and product acceptance at all Oil Company retail sites of the Arval PHH third-party card (AllStar card) to the value of c.£2billion p.a.• Managing card products for Oil Companies and independent dealer groups which entailed on-going management of income of c.£30m p.a. from Fuel Retailers in the UK. • Leading a Sales and Account Management Team of c.20 people that increased turnover year on year and where we re-signed all major customers.