With a number of projects within the IT arena failing to meet deliverables, I was appointed to bring rigour and strategic insight to the function managing a team of 15 Direct reports as well as liaising with local IT and business teams• Global network upgrade – Turned around failing project and successfully delivering upgrade across 50+ operating units• Improve CRM usage - initiated and delivered strategy focusing on key requirements, driving simplification and completing system upgrade covering 1200+ users• IT application strategy - Liaised with business leaders to align application strategy with business strategy as well as creation of functional and application Governance models in order to identify and deliver application improvements, covering global CRM, HR and Engineering applications • IT support - Delivered a blended support model consisting of scalable 3rd party support, with key internal application knowledge holders.• Other projects included delivering server refresh program, development and implementation of global cloud strategy, roll out of Group security improvement program and stabilisation of Key ERP infrastructure

I was appointed to lead and develop the SSC, which grew from 15 to 55 heads processing over £500m of transactions annually. Latterly with available capacity I also managed other global projects.Financial Shared Service Centre:• Proved out financial SSC model with the business, addressing all senior management and auditor concerns. and provided a strategic growth plan to expand model across further countries.• Led roll out of the model across all European businesses backed up by Service level agreements, standardised processes and reporting to support both local businesses and SSC operation. Excellent record of exceeding KPI’s year on year, including significant AR improvement in Overdues from 16% to 3.5%.• Expanded SSC role to include all AP, AR, Treasury, Fixed assets and associated system standing data. Responsible for key controls, Process definition, upskilling and training of team. Yearly site survey showed year on year service improvement resulting in a shift from average score of 2/5 to 4.5/5 • Identified and implemented Esker, a cloud-based platform which allowed the business to power the digital transformation across procure-to-pay (P2P). Delivering touchless processing of 85% of invoices. • Provided ongoing support and direction to local site management shifting FSSC from a Transaction centre to a Centre of Excellence.Global Projects:• Implemented Concur for expenses to 38 global operating units• Developed global data factory requiring Global Data harmonisation, Data improvement, creation of dashboards and reports to support business across 60+ operating units providing sales and margin analysis daily on £900m+ of sales transactions.• Introduced New Business Model – Program managed the creation of Tax efficient business model - Liaising with functional leads and external advisors in order to create model, define supporting activities and legal framework required.

Responsible for successful implementation of JD Edwards finance modules across 17 European businesses over a 4-year period. • Worked with a mixed team of 10 people comprised of finance knowledge holders, an external consultant, IT CNC and integration resources. Upskilling the internal resource to become subject matter experts. • Key project outputs included defining all key system wide constants, standardised chart of accounts and reporting pack, functional process setup, data ownership and retention policy, developed support model including supporting subsequent SOP and manufacturing module implementation teams that followed on after the Finance implementations. • Additional Global project; Program managed and implemented interim tax compliant business model across all Precision business units. Working with functional Business leaders and 3rd Party advisors.