Management Consultancy with concentrations in Strategic Transformation, Business Change, Process Improvement, and Customer Experience. Adding significant cost savings and efficiencies to the organizational bottom line.

Reported directly to the CEO and held three significant positions simultaneously. Led an international, cross-functional (London, Dublin, and Madrid) team totaling 150 Managers, Supervisors, and technical staff members, for a $1.6B cargo division of a $5.5B international airline group.As Chief Customer Officer established a full-service, high-performing Customer Experience organization (40+). Established technology links to customer service via Salesforce CRM; embraced digital capability worldwide; supported Robotics Process Automation (RPA) trials of critical monitoring processes to enhance seamless customer service. As Chief Infrastructure Officer, led the construction and commissioning of a state-of-the-art international cargo warehouse and distribution center at Heathrow Airport. Initiated the soft opening in June 2022. ($97M)As Chief Information Officer, led the development and implementation of a five-year technology plan to focus on system resilience, security, and modernization, including SaaS, and cloud transformation.

*Promoted to lead a 110-person high-performing and diverse team with a customer, people, tech, and performance focus to deliver the IAG Cargo transformation strategy. *Managed the global transformation (approx. 60 multi-year projects-$225m) using innovation and sustainability as two key pillars; identifying digital opportunities/ventures to modernize the Cargo business. *Partnered with IAG/BA on the Hanger 51 Accelerator project bringing new start-ups into the investment portfolio. *Identified and managed Cybersecurity, Risk & Compliance issues, and activities including the development of IT disaster recovery and business continuity plans and subsequent rehearsals and testing. *Significant stakeholder management.

*Reporting to the CEO, regularly interacted with the Board of Directors, and C-suite executives from global organizations. *Led the global transformation agenda within the IAG Cargo business to support significant change while taking on the additional responsibility of the CDIO role to integrate a dramatic technology upgrade - $45M per year, for five years.*Re-baselined the program, timeline, and cost, then led the 5-year infrastructure project for the New Premia Cargo facility at Heathrow Airport ($97M construction and equipment costs). *Supported the Madrid New Cargo Terminal design amendments and updated business case, a $100M construction project. *Worked in collaboration with other Cargo directorates to ensure an organization of Process Excellence to include Lean Methodology.

*Worked directly with Cargo Executive Team to form, support, and challenge business strategy related to programs and projects within the 5-year business plan, covering project spend of approximately $230M. *Designed and implemented a Program /Project / Process Management Organization to support the significant change agenda. *Worked in collaboration with the portfolio team to ensure projects were resourced appropriately and effectively. *Developed team members project management skills; identified management talent, and created a formal succession plan. *Established key performance indicators for the team.

*Led the business/IT across 7 workstreams, to shape a new strategic program, with a robust business case ready for Board level review, whilst prioritizing options/recommendations to ensure success/benefit realization. *Extensive third-party supplier work; RFP submission and analysis. *Robust stakeholder management.

*Responsible for providing the CEO, CIO, and Executive Leadership team with an accurate status of all business and IT-related projects (circa 150), tracking progress, interdependencies, budget, resources, productivity, as well as risk and delivery status.*Managed the process regarding 4500 system changes, ensuring effective Change Management, Quality Assurance, Implementation, and Service Transition processes for both IT and Business change.*Provided support to the CIO to ensure the financial integrity of the IT group by aligning business objectives and IT strategy. *Established and reported on key performance metrics to track progress.

*Led a distributed team of 64 Program Managers and Developers, 10 Test Specialists, and 5 Quality Assurance Specialists with accountability to deliver 145 Change Portfolio cross-EMEA projects with a Capex budget of $50M per the system/software delivery life cycle (SDLC). *Responsible for the on-shore/off-shore end-to-end Test team as well as the Quality Assurance team. *Delivered both PCI and SOx compliance for all projects and business streams per industry standards/external audit requirements.

*As a member of the Strategy Team, led several Organizational Transformation Projects. *The total staff included 50 Program Managers, Project Managers, Business Change Managers, and internal Subject Matter Experts.*Reduced headcount by 300 over two years and saved $26M.*Streamlined and off-shored non-value-added back-office tasks from 14 EMEA countries to a low-cost processing center in Budapest, and transferred all call-center activities to the Barcelona Call Center allowing core focus in-country to remain on value-added, customer-focused tasks.*Moved over 1000 business processes and 150 legacy IT applications from the local offices to company-operated shared service centers.

Programme Management of business process and IT technical changes to implement IHG internet access world-wide in owned and franchised hotels.

*Led the Commercial re-integration of a previously spun-off specialty (business class only, Paris to New York) airline. *Led a small (5-member) team to ensure compatible business processes and integration into BA’s operations and scheduling systems

*At this online gaming start-up, implemented governance standards, and worked with the founder to ensure the operation was ready for the initial round of investment.*Undertook all HR functions and worked with Marketing, PR, Business Intelligence, Customer Services, and Finance teams to ensure appropriate levels of player acquisition and retention as well as the development of new income streams through in-app purchases. *Worked with Product Managers, Designers, Animators, and Developers to design the full product lifecycle and to ensure objectives and delivery dates were met.

*Improved efficiency and process by leading several key change programs including Employee Self Service, Employee Engagement, transformation of the Employee Services team, and key negotiations with Trade Unions.*Served on the Employee Engagement, Disruption Handling, and RMS User Group Committees.*Implemented a key IT-driven business tool for 5000 security staff allowing employees to “self-serve” key administration activities. *Conducted workload assessment analysis relating to key change programs, voluntary redundancy, and transition management.*Worked with the Communications, HR, and Operational teams to devise an effective Employee Engagement program. *Improved the understanding and communication of key strategic messages and enhanced commercial awareness to all staff.

*Led a team of 25 Business Analysts, Planning Managers, and Program Managers in the process of consolidating airline operations from 2 existing terminals (1, 4) into a newly constructed terminal (5) at London’s Heathrow Airport.*Delivered the $80M Business Change Program and IT Projects for the Planning & Control Portfolio. *Ensured projects were completed as per the requirements for the transition and simplification of the operation into Terminal 5. *Achieved manpower cost savings by designing and implementing a Sabre Staff Administration system and processes, utilized by 8000 employees. The new approach radically improved the effectiveness of airport resource management, and future strategic planning and met EU Work Time Directive legislation.*Delivered various systems and processes achieving effective and efficient work practices including resource planning, performance measurement, crew baggage moves, and process engineering. *Led the management and delivery of process trials and operational stress tests to ensure operational readiness for all staff and equipment in Terminal 5.