In this role, I manage a team of data scientists and analytical engineers developing novel analytics for data innovation challenges. I am also the functional lead for analytics at R2 Data Labs and contribute to the governance of analytics developed across our data innovation value stream. I established a small ecosystem of specialist suppliers and universities to help deliver new technology solutions, and developed a research programme content to inform future generation analytics.

Developed analytics principally for equipment health monitoring and maintenance forecasting. Managed a small team of specialist analytical engineers. Pioneered the 'engineering for services' approach in data analytics, and the capability maturity assessment process - to accelerate how we mature analytics from workstation to enterprise scale.

I was accountable for delivery of $5M revenue target at 52% gross margin through delivery of services for Maintenance Management sector of the data services business and was Technical authority on forecasting and lifing software products used in OSyS service delivery. I also developed the strategy and roadmap for future forecasting and lifing services, working closely with business sector VP

I established the roadmap for OSyS forecasting data service products, and developed a portfolio of applications for Rolls-Royce, including the SCAF (Service Cost and Availability) simulation model and the Stagger planning tool. I engaged stakeholders, led requirements development, managed the vendor selection process, created business case and secured engagement, and then led the development of the prototype software tools - transitioning them to full-time development teams.

In this period, I ran the commercial aspect of aftermarket service delivery for a range of engine products spanning the life cycle of RR engines. For example, I developed a commercial proposal to sell a whole engine project for a legacy product, led the development of the aftermarket business model for Trent 1000 in the engine concept design phase, and managed the Tay airlines fleet on a day-to-day basis, a combined fleet of 900 engines generating $100M of business annually.Additionally, I created and published the process for assessing competitive risk from alternative parts manufacturers (PMA).