Procurement/Cost Management advisory and delivery services to FTSE100 and public sector clients. Selected Projects:-Bank of England (6/2018 – Date)- Leading on the commercial planning, sourcing and delivery of the Banks upgrade of systems to ISO20022 compliance to swift messaging standards.• Provided leadership on strategy/procurement transformations. Introduced new policies, processes, tools, and governance supporting the value for money, risk identification, and management objectives. Meeting expectations set out by the Government watch dog NAO. Creating and enabling the procurement team in best practice category management through category examples, including FM, Contingent Labour, Legal Services and Consultancy examples. • Crown Commercial Service (CCS) (9/2017 – 6/2018) Spearheaded the transition/transformation Programme for a £500m annual contingent labour framework across 120 CCS customers and 11k+ workers in half of the allotted time.• CCS (2/2017 – 8/2017) Led engagements for the public sector pipeline for the new e-marketplace initiative to improve public sector organisations/suppliers’ access to common goods/services from the Central Trading Agency. Targeted public sector spends of £40bn as digital throughput by 2021 from a 2016 standing start. • CCS (1/2016 – 2/2017) Worked within the CCSs to lead the identification and creation of a new business opportunity related to Contact Centre Services. Anticipated spend of £4bn per annum, set up a new commercial framework for customers, simplified increased market access, implemented a solutions design blueprint, and passed a new organisational design through the Executive Board. Grew the business pipeline from £25m to £700m in a year with go-live in 2017.

Provided robust business planning/forecasting and developed/translated business strategies into an integrated procurement plan. Established effective working relationships to deliver and significantly contribute to business procurement challenges. Interacted with the BT Business Leadership Team (CEO/CFO/MDs) on the development/translation of business strategies into an integrated Retail Procurement plan sustained by robust business planning and forecasting. • Ensured optimal support of business goals through leadership/guidance on the development/spearheading of strategic business planning.• Led a multidisciplinary team of 35 Procurement staff members on the delivery of world-class procurement /supplier management services to optimise/deliver actual bottom-line value.• Accountable for c£1bn of direct/indirect annual expenditures that supported EBITDA and exceeded financial targets in the first year by 35%.• Promoted a team ethic culture shift/approach to ensure a longer-term output and delivered category management across the division that provided leveraging of the group scale. • Introduced relationship management to improve strategic partners’ contributions.

Accountable for developing/leading short, medium, and long-term global procurement transformation strategies across the categories of Travel, M&E, Fleet, Legal, Insurance, Consultants, Training, and Recruitment. Delivered vital changes, across all categories in order to manage significant strategy, cost and risk factors for the group. Positively impacted budgets by c£50m that involved implementing radical strategy change, and behaviour/demand challenge levers across multiple cost lines that always improved value and operational output. • Led the cultural change program aimed at controlling head office spend. Reduced International travel spend by 40%, rolled out a new operating model to all business geographies, and implemented a business change through policies endorsed by the mainboard.• Complete end to end revamp of Travel and Events programme internationally. Introducing single applied policy, through variable service providers into a single booking, intelligence and expense management technology tool. • Led the creation and delivery of the Tesco group procurement operating model. Deployed as a single practice across the international business.• From strategic category work and HR board governance, introduced new Hybrid contingent labour programme across the UK office to improve the availability of contract workers and better control the visibility and spend profile, whilst also improving external candidate care and management. • Voted as the National Travel Buyer of the Year and Best Innovation Delivered in an M&E Programme at the 2010 ETBA awards.

Managed procurement for £100m annual revenue expenditure with 12 internal and external staff in Cheshunt, Welwyn Garden City, Prague, Izmir, Krakow, and Bratislava.Key Achievements:Introduced a new operating model that effectively reduced global travel expenditure by 40% over two years.Developed and implemented a Board-approved mandated Travel and Events Policy.Achieved a 35% cost savings with redefinition of the catering service for c40,000 staff across distribution and head office that also improved morale immensely.Generated £5m in sale profits with transition from company car schemes to cash alternatives for UK business.Awarded National Travel Buyer of the Year and Best Innovation Delivered in an M&E Programme at 2010 ETBA awards.

Responsible for £0.5bn annual capital expenditure with 7 reports.Key Achievements:-Implemented structural design work to improve our stakeholder links and improve the return to the business.Headed up Property purchasing change programmes on supplier management, innovation and environmental supply chain projects.Led the creation and evolution of a capital budgetting process across £1.4bn of annual expenditure, c500 projects and over 100 cost lines.Pioneered build off site principals into extension developments.Implemented 1st UK Retail timber structured stores at Wick and Shrewsbury.Doubled the category savings plan year on year.

Project role to improve the capability of the 70 Indirect buying community in best procurement practice.Involved in creating and delivering training on an Integrated buying process to support smarter working with internal stakeholders, E-Auctions and value chain management.

Annual portfolio of c£150m with a team of 6Created a team in greenfield situation. Portfolio content – All above and below the line Marketing Services incl, advertising and media, price and promotional tracking services, point of sale, print and paper, design and creative agency’s, data provision and resaleKey Achievements:-Created 31% of reinvestment opportunity from local marketing cost base in first year.Improved the return to schools via computers for schools scheme by c£1.1m in year 1.Implemented value chain improvement to point of sale function via natural work team approach between head office, retail and distribution. Accountable for savings plan to junior board members.Lead buyer on pan European paper deal. Achieved £1.5m savings across multiple supply chain vendors.

Annual portfolio of £80m capital hardware and installation services and £42m revenue maintenance contractsPortfolio content – retail and head office installation and commissioning services. Maintenance contracts ranging from firewall protection to full retail hardware support across the UK.Key Achievements:- Bought and delivered a new retail network to 800 stores in the UK. Programme lasted 18 months.Achieved savings of £26m on e-auctioned retail maintenance contract and successfully managed the transition programme to new supply. This included a continuous improvement programme via risk and reward contractual process.Delivered first global desktop deal (UK, Asia and Central Europe).

Worked as part of a project team specialising in various portfolios including catering services, security equipment, shopfitting services and IT hardware and maintenance Services.Total savings over 1 year plan £3.3m capital and £1.1m revenue

Annual portfolio spend of c£100m in UKKey Achievements:-Savings delivered in year 1 of 21% and 32% in year 2 including a full specification review and contributed to success of concept (cheap) store programme.Introduced first retail ordering system for shelving replenishment including service level tracking over 4 national suppliers.Created and implemented a refurbishment process and commercial model to ensure the appropriate policy adopted using TCO principals.