We simplify and accelerate retail. Heading up all the operations, finance, resourcing and PMO for this fast growing cloud software integration agency, Business Solutions in the Cloud. We help retailers connect their retail channels to their other business systems including POS, ERP, distribution, eCRM, BI and PIM.

Created a new function reporting into CFO to lead the largest transformational/ change projects focusing on simplicity of process, elimination of waste along with strong change communications and training for employees. MARKETING CONTENT CREATION: optimization and leverage of content spend across 30+ beauty brands to manage the ever-increasing demands to create marketing content efficiently for digital channels, while still respecting luxury aesthetic and quality of execution. • Process redesign to move from 70 suppliers into 1, simultaneously launching an online approvals and digital asset management system: 20% procurement cost savings alone • 50% reduction in number of projects requiring 3 or more rounds of amends • 18% savings on voice-over buy-outs • 60% reduction of 30-20” cut downs of TVCs • Launch of simple content creation ratios for traditional and ‘digital only’ shoots (max non-working media ratio, minimum media investment and ROI at least +25%) EXPENSE MANAGEMENT: Releasing employee resource associated with business expense reimbursement (claimant, line manager and Finance) to work on value add activities • removal of 50% of approvals • 100% elimination of duplicate claims • launch of OCR technology and automated expense limits (increasing productivity & improving financial control) • 50% increase in ‘right first time’ claims BUSINESS MILEAGE (rescue project): launch of smartphone mileage capture and integrated fuel card solution to company car drivers to address major employee dissatisfaction with previous process. • 100% conversion of all drivers by end of month 2 (>300 drivers) (change from Finance to line management ownership) • 100% HMRC compliance

Reporting to CFO, led a team of 16 responsible for the sourcing strategy & category management of c£100M indirect spend. • 100% increase spend coverage without increasing headcount; • delivered over £15M savings in final three years using “Buy Better, Buy for Less, Buy Less” framework; • led two restructures to align team with business strategy creating team of reference within the L’OREAL group MARKETING • Outsourcing of all marketing print POS and art-working to create end-to-end solution for VM teams: 20% savings, on site resource, workflow management tool and 98% PO reduction • £1.4m savings from creative fees moving from traditional % media to FTE model, reinvested in IMC roles • Supported digital transformation selecting specialist agencies and managing exits with legacy suppliers of the critical services such as Search, CRM, email providers etc • Cost Control of all local TV and press shoots challenging directors and advertising agencies, delivering 18% savings OPEX • £1m savings over 3 years on fleet, reduction of car list from 278 to 12 using total life cost model & lease renegotiation • Removal of 100+ C-class suppliers with launch of total facilities management contract across all UKI sites: 20% savings • Launch of follow-me print and decommissioning of ‘personal printers’ 16% savings • Contingent recruitment agency PSLs negotiated by type (industrial, retail and clerical) up to 15% savings, depending on category; mitigation of risk through contract negotiation and supplier relationship management

Reporting to divisional MD (£150M turnover), managing a team of eight responsible for the planning of c2K SKUs, catalogue management & stock reporting (£25m). • #1 position in Europe for forecast accuracy • -18.5% in stock days, -8% in stock value, while +9% catalogue and +7.5% units • Moved 80% of European sourced SKU’s onto pull replenishment

Project managed the build of two new L’Oréal UK sites: an 8,000m2 Distribution Centre & a hairdressing academy, with a combined CAPEX budget of £5M. As well as delivering both projects on time and on budget, key highlights include: • Comprehensive social & financial analysis of potential sites • Management of full RFP for construction, interior fit-out & various hard and soft FM providers • Led employee focus groups to ensure best process re-design, layouts and buy-in of workforce • Budget & operational KPI set-up with new site management teams RESULTS: • 95% staff retention • 40% increase in site productivity & • 100% accident-free (10 years on, still zero lost time accidents)

- Ensuring the health of the P&L with tight budgetary control and monthly reviews of all P&L lines with the relevant members of the business, to enable accurate assessment of risk to company profit on the two largest professional hair care brands (£100M turnover)- Implemented automated reporting for managers to enable them to retrieve actual spend & projected trend, in lieu of ad-hoc paper based data, resulting in improved faith in Finance and increased buy-in for cost control from the business- Co-ordination and preparation of the annual budgets and ‘three year plans’

- Key user on a UK SAP implementation project to convert & harmonise forty legacy IT systems across four UK & Irish sites, to SAP R/3, working in conjunction with Accenture consulting & the head-office IT team- Managed a team of four responsible for the master data conversion and led the testing of the MM (materials management) module and its interfacing with both the WM & FI modules- Conducted one month’s training of all new users and three months of post Go-Live user support

- Set up and managed the forecasting process from launch through to goods receipt for a portfolio of over 300 SKUs, manufactured in the US-Provided financial evaluation of the unit forecast to ensure top-level P&L aspirations were achievable- Reporting to the management team on a variety of stock indicators; including stock levels, stock valuation, stock take accuracy, demand trends and slow-moving lines- Managed the entire subcontract flow between various subcontractors for both bought-in finished goods & promotional flows

- Managed a 35-strong picking team for L’Oréal’s Professional Products division (200K orders pa)- Oversaw the in-bound flow of all US-sourced goods & negotiated new flow via 3P subcontractor- Reduced onward freight costs for the US brand by 20% by sourcing a new haulier to deal with single box deliveries