Responsible for leading and transforming the Network field engineering team within BT Group that is responsible for building, maintaining, repairing BT's core fixed and radio network

Working with the main board, I am a member of the Audit and Risk committee and Renumeration committee responsible for shaping the strategy and overseeing the performance of this regulated social housing provider with circa 1,500 units.

Led transformation for Openreach’s service delivery division accountable for leading a multi-year service & supply chain transformation programme, valued at over £100m, which uses advanced data analytics to improve service performance, reduce customer failure, and transform the current cost base. I managed 50 Openreach staff (and up to 50 consulting resources) delivering process, supply chain, technology, and people initiatives impacting 16,000 telecoms engineers. In this role, I work with director/managing director level business stakeholders, director level customers, and the Office of Telecoms Adjudicator, to deliver this 5-year programme.

Responsible for a workforce of 1,500 multi-disciplined field-based engineers (£50m business unit) delivering telephony services to 2 million residential customers and small businesses in the Southeast of England. Working closely with the major customers, two trade unions, and suppliers, I improved business performance while delivering a 25% improvement in employee engagement and exceeded all regulated customer service metrics including reducing complaints by 5%.

Responsible for delivering an industry wide service enhancement roadmap with senior customers, the Openreach Board, and the telecoms regulator delivering process and product improvements enabling the introduction of value-add services. In this role, I delivered a £30m digital transformation program which created online capabilities for customers while providing technology enablers for 12,000 field engineers transforming their ways of working enabling them to improve the customer experience for 400 wholesalers and their customers.

Led a national team of 5,000 desk and field-based engineers plus 3rd party partners in delivering £100m of capital programmes to maintain and enhance the UK’s telecoms core network. I developed the operating model for this newly formed infrastructure services unit and built a national organisation responsible for planning, allocation, & field engineering activity which included delivering the telecoms infrastructure for venues and accommodation in support of the London 2012 Olympics.

Managed the IT industrialisation of Openreach’s telecoms trading platform, Equivalence Management Platform (EMP), which supports over 1,000,000 transactions per day. I led a team of 100 onshore and offshore service professionals in successfully delivering OFCOM’s regulated IT services to 400 business customers through implementation of an ITIL service operating model. This role required management of £30m of internal and external contracts to ensure applications, network, infrastructure, and support services were available to Openreach to deliver regulated customer service levels.

Accountable for the provision of IT services to BT Lines of business. I led a team of 250 service, incident, problem, and change managers (£11m Cost Centre) responsible for managing system and infrastructure services across BT. I negotiated service level agreements, managed service provision from both the UK and India and transformed the cost base of this unit through offshoring 30% of support roles to third party providers. In this role, I delivered cost reductions of 11% and implemented, in collaboration with industry partners, a new operating model, based on industry best practice.

Progressed from business analyst to program director implementing business transformation in the US, the UK, Ireland, and France working in several industry sectors including Retail, Consumer Goods, and Pharmaceuticals. Key achievements included: • Delivering the sales and logistics capability within a global SAP implementation for Glaxo Smith Kline pharmaceutical company. I managed an international team of employees from various Glaxo affiliates (i.e., USA, France, UK, Italy, Spain, & Brazil) in the development and implementation of a global sales-to-delivery systems solution• Delivering a logistics capability for Diageo, a premium drinks company, through implementing a global supply chain solution based on a software solution, SAP. I led this £3m project from bid stage through successful implementation• Leading a £1.5m work stream within Sainsbury’s multi-year, stores transformation programme implementing process and product display improvements for their national chain of stores