Transforming and propelling British Airways and IAG into the next era of aviation, by implementing and exploiting digital technology and group synergies, stimulating people, process and cost efficiencies through organisational cultural change and flexible Agile delivery.Responsible for developing and leading delivery of a large portfolio and/or multiple projects or a Programme, within Operations, Engineering, Commercial, Customer and Enterprise Directorates.2020: Currently Leading Delivery of a high profile, highly complex, time and operationally critical £20m BA & IAG Group Flight Planning System upgrade and group Integration Transformational Change Programme. Involving multiple legacy systems replacements, process simplification and alignment across multiple carriers onto jointly shared, vendor provided, software platform. An enabler for Group synergies, organisational optimisation and significant cost reduction, from fuel efficiencies, through optimised flight plans and airspace use, delivering benefits in region of £100m p.a.Involving multiple stakeholders, vendors, suppliers and delivery teams, across various companies, and thousands of end users globally. Implementing state of the art vendor provided system and revolutionising existing processes and moving legacy infrastructure to the cloud, requires strong leadership, senior stakeholder management up to board, COO & CEO level, organisation and planning expertise and foresight, robust financial and budgetary, change control and change management aptitude, to manage teams and organisational Change. BA Engineering: 2019/201. Strategic Portfolio Development for entire BA Engineering Directorate.2. Mobile Technology Transformation Programme for Engineering Department. Removing antequated processes and systems, removing reliance on paper and introducing improvement in productivity and aiding real-time data to be provided enabling rapid decision making and more strategic planning.

Programme managing the highest value top tier corporate cross directorate and multi-discipline programmes and portfolio of large complex projects across British Airways. Achievements.Programme managed the successful implementation of the new bespoke check in system - FLY, involving replacing the 40 year old legacy system, into the largest hub on the BA network (London Heathrow). Worked closely with senior sponsors and represented Heathrow at senior governance meetings and at a local level in close collaboration with local experts and system users.Used pragmatic and adaptive programme and project management framework and previous experience of system, people and process change to implement command and control structures to ensure success in this challenging and complex operational area to ensure minimal disruption and negative publicity. This was one of the largest IT and people change programmes undertaken at BA that carried significant risk especially as it had to be carried out across the busiest period and level of customers travelling through Heathrow's two BA terminals (Terminal 3 and 5).Involved in the early set up work of a large scale engineering business efficiency programme. This involved a root and branch review of the entire BA engineering business looking at potential wider synergies within the International Airlines Group of airlines (IAG).

Managing the project portfolio of faults on ba.com & mobile, including a team of over 20 business and IT technical internal and external resources, driving increased throughput of delivery solutions to safeguard revenue and customer satisfaction and the integrity of the £ multi billion ba.com & mobile website. Position also involved being the representative and delivery partner for ba.com & mobile for key cross departmental programmes, in addition to being the business owner managing the releases to ensure the integrity of the site was maintained. Achievements:Conducted an End to end fault reporting and handling process review which led to approximately 25% increase in individual team members productivity by introducing KPI target model. Fault resolution turnaround times increased by a third, by streamlining the process and introducing tighter governance and accountabilities across the board but particularly with suppliers.Managed the ba.com and mobile element of a commercial programme to pilot optimising price points on ba.com.

Plan, control and deliver projects and programmes, using corporate best practice approach, tools and resources to monitor their overall progress, resolving issues, managing risk, budget control and quality, and initiating corrective action as appropriate with key stakeholders. Achievements and Projects/Programmes:- 747 Futures - A multi-million £ refurbishment and inflight entertainment system replacement. Supported the delivery and sign off of this large and complex business case. Programme was delivered successfully and customer satisfaction levels above target. - Design and construction of a new multi-million £ BA VIP Dubai Lounge, including a segregated First class area. A time-critical project to be delivered in 50% of the blue print timescales.- Uniform Supplier Change Programme: Cost saving and service enhancement initiative, involving change to supplier, existing IT systems and processes. Challenged with taking over this failing programme to pull back on track. Reviewed the feasibility of the plan and established a more robust and achievable delivery path. - Global Inventory Programme: Re-engineering the entire supply chain of equipment and products across the entire BA fleet. Use of Six Sigma, lean and CI techniques required to map out the entire supply chain to establish potential multi-million £ savings and identify potential IT & process improvements. Key output fed into strategic decisions and a IAG transformational programme to be set up. - London 2012 Olympic Sponsorship Programme. Deputy APM and also responsible for delivering varied high complex & high risk workstreams. Success contributed to BA's "Super brand" status. Other- JFK Premium Check in redesign and construction; Contingency Planning (Cabin Crew Industrial action); Gate Gourmet Long Haul relocation: Achievement award for successfully managing one of the highest risk projects within BA; New Aircraft (A380/787) catering equipment readiness and fuel efficiency opportunities.

Developed as an area expert to identify, initiate, deliver and co-ordinate simplification and cost efficiency projects on ba.com and within BA call centres globally. Key Achievements & Project/Programmes:- Payment 2.0: A ba.com and call centre process simplification and cost efficiency project. Delivered 23% cost reduction in maintenance costs, extending fraud prevention. Delivered failing project.- Proactive Online Upgrade 2: A selling project to encourage customers to upgrade to next cabin increasing incremental revenue. Delivered £12m+ p.a. new revenue.- Promotions/Customer Focused Selling: Commercial study exploring promotional capability to increase revenue earning capability and customer loyalty. Gained Senior leadership team buy in for the development of the first BA electronic voucher capability.- Next Generation Selling Phase 2: A selling enhancement project generating several million £ of incremental revenue. Developed an unequivocal business case for this complex project.- Fare Class Realignment Projects: To optimise selling of BA's inventory and maximise revenue. Led to multi-million £ return on investment and influenced senior stakeholder to de-risk and accept my proposal for a phased approach.

Headed up a worldwide operability programme that I identified and initiated to enhance the customer proposition and reduce selling and distribution costs.Managed a cross functional team of experts to urgently pinpoint exact cause of major revenue leakage.

- Interline e-Ticket Project Manager. Electronic Ticket Programme (Customer Enabled BA) Delivered the first interline e-ticket product link up with other airlines, in order to reduce the transaction and processing costs of paper tickets and deliver the back-bone of BA's e-commerce strategy, where I managed a team of four project managers. Exceeded targets by delivering the first 17 interline carriers, by effective delegation and parallel implementation planning. - World Sales Distribution Implementation Executive: Delivering various cost of sale reduction and exploitation projects. - UK & I Sales Distribution: e-Commerce Executive: Delivered a number of e-commerce solutions and enabler projects such as exploiting e-Ticket in capacity of account manager for the product supporting Corporate and Leisure Sales teams. - Heathrow Passenger Services: Three promotions in three years in this customer focused, operational fast moving, time critical environment. Role also involved people management, coaching and development. Various positions held. Duty Manager, Senior Customer Service & Customer Service Agent.