Supported by a team of data-led change specialists, we are designing, trialling and implementing change projects to unlock value across the operating model. This is a broad ranging scope right from the supply base through our depot and store operations, to the product end of life processes and associated costs. These changes may be people, process or digital product related, and in many cases a mix of all 3!

Lead a team of 15 to deliver Tesco branded products to 23 countries around the world• Owning the P&L for the Export freight and logistics operation, including the renegotiation of service contracts as well as continually seeking out and delivering on cost-saving opportunities in collaboration with our 3PLs & Consolidator• Setting the 3-year strategy for the transformation of the Supply Chain operation to deliver world-class service to our partners through levering best in class operations from Tesco UK and the broader sector• Steered the operation through the impacts of both Covid-19 and Brexit, which both had severe impacts on the routes to market and processes we could use to serve our European partners

Tasked with evaluating the operational cost of all processes required to move stock from source to shelves, identify opportunities for improvement and deliver step change projects. • Led a programme of work to redesign the in-store stock control activity, reducing the amount of non-value adding activity whilst maintaining the accuracy of stock records and availability in store• Responsible for delivering the supply chain blueprint for the launch of our first micro-fulfilment centre, and the following rollout of the programme. This includes agreeing how best to balance range, operational complexity and physical space to deliver a great customer experience• Spent 3 weeks in our Asian businesses (Thailand & Malaysia) to upskill the local teams on supply chain best practice and advising on solutions to tackle a number of local concerns

Led a stream of work to align store ordering decisions with operational impacts such as store complexity, distribution efficiency and truck utilisation.• Unlocked significant operational savings by redesigning store ordering to account for store replenishment • Drafted-in to lead the emergency work following the collapse of Palmer & Harvey from a supply chain perspective. This included simultaneous disaster mitigation for the short-term and longer-term network design • Worked alongside colleagues in distribution to give them the flexibility and insight to modify store orders and therefore better utilise trucks and cages without adversely impacting stores

Worked within the store ordering development team alongside other analysts to deliver insight, system change and process change which enhanced the way product is delivered from Tesco depots to stores • Developed new ways to order stock for convenience stores based on their reduced capability to handle stock and receipt of significantly fewer deliveries per week • Contributed to a project to turnaround the unprofitable large stores in the Tesco estate. This required rethinking ordering priorities and minimising costs above other factors

Working as part of the Powertrain development team covering future engines I assisted in generating CAD drawings and models, carried out a study into the thermodynamic optimisation of cylinder head cooling passages and was responsible for the day to day running of the development engine build shop.

Helped manage the initial introduction of an entirely new gearbox project into the factory including capacity planning through the creation of a data analysis tool that identified where there was an excess or shortage of men and machines. Identified forging as a cost saving alternative for a selection of the new shafts and gears and obtained quotes and drawings to validate this.

Implemented the real-time data collection tool, MeasurLink, across the facility in order to increase right first time and drive improvement activities. Delivered a global CMM standard for the generation of data files for MeasurLink, which will result in a 70% reduction in programming time, leading to a cost saving of over £200k p.a.