I am immensely proud to be leading such an amazing and diverse group of procurement professionals who are helping to deliver the world’s greatest sports and entertainment spectacle, with innovation, inclusivity, and sustainability at the heart of our future growth and value.

Leading and managing a procurement team to deliver the requirements at up to 23 different circuits around the world.

I was initially employed on a 6 month fixed term contract to assist the newly appointed Head of Procurement transform the buying department from a largely tactical and reactive function, into a strategic and proactive Procurement business partner. Utilising my business transformation skills including change management, stakeholder engagement and assisting in the coaching & mentoring of the current buying team, I am helping the business through its journey to adopt a Category Management approach… Show more I was initially employed on a 6 month fixed term contract to assist the newly appointed Head of Procurement transform the buying department from a largely tactical and reactive function, into a strategic and proactive Procurement business partner. Utilising my business transformation skills including change management, stakeholder engagement and assisting in the coaching & mentoring of the current buying team, I am helping the business through its journey to adopt a Category Management approach to Procurement.I am also responsible for my own category which includes Business IT, Television Production, Post Production, Race Information Systems & Travel. I also support other parts of the Formula One group of companies including Formula One Hospitality and Events and Formula One Digital Media. Assisting in the creation of the 2020 Vision Assisting in the development of processes, procedures, gap analysis, communications, contracts, tenders, tools & templates. Identifying and managing risk within the business. Managing supplier performance and improvements. Establishing a platform for innovation. Assisting in the development of category plans. Ensuring changes are in alignment to the overall business strategy. Show less

Strategy DevelopmentStakeholder EngagementTenderingSpecification DevelopmentICT System implementationRisk ManagementCost reduction initiatives

Responsible for the indirect category (Goods not for resale) I managed an overall spend of around £80m, supporting circa 800 locations in the UK and around 10,000 employees. Including corporate spend on communications, fleet, professional services and travel. I also had responsibility for site level spend on waste, labour, equipment, laundry and uniforms. Significant cost savings and cost avoidance through tendering, direct negotiation and the development of strong supplier… Show more Responsible for the indirect category (Goods not for resale) I managed an overall spend of around £80m, supporting circa 800 locations in the UK and around 10,000 employees. Including corporate spend on communications, fleet, professional services and travel. I also had responsibility for site level spend on waste, labour, equipment, laundry and uniforms. Significant cost savings and cost avoidance through tendering, direct negotiation and the development of strong supplier partnerships. Managed the implementation of robust processes, procedures and contracts to reduce risk to the business, and ensure appropriate KPI’s and SLA’s were not only in place but actively monitored and controlled. Achieved dramatic improvement to stakeholder engagement, through the design and implementation of an innovative communication plan. Developed strategic category plans aligned with the overall corporate strategy. Show less

As a member of the strategic management team for DHL Global Mail I was responsible for leading a team of buyers and a spend in excess of £120m supplying goods and services to fourteen facilities around the UK. Initially employed to start a purchasing department from scratch (Greenfield) including all the relevant policies, controls and governance, I went on to create and lead a successful department recognised within our organisation as the experts in our field. I am also very proud to… Show more As a member of the strategic management team for DHL Global Mail I was responsible for leading a team of buyers and a spend in excess of £120m supplying goods and services to fourteen facilities around the UK. Initially employed to start a purchasing department from scratch (Greenfield) including all the relevant policies, controls and governance, I went on to create and lead a successful department recognised within our organisation as the experts in our field. I am also very proud to have received the “Seize the day” award in 2011 for my team’s success in achieving its strategic initiative by exceeding our cost savings target by 78%.Responsible for the facilities management of all the DHL Global Mail sites around the UK, I have significant experience of both hard and soft FM. I have lead a number of project teams with the responsibility for opening, refurbishing or the closing of facilities including both warehouses and offices.After passing the Deutsche Post “First Choice” examination (similar to six sigma green belt) I both ran and was a part of a number of process improvement workshops, which contributed significantly to the operating efficiencies of our business and also reduced the number of active suppliers from over 800 to 375, successfully implementing a number of KPI’s and SLA’s with them. In 2011 we reduced the amount of waste being sent to landfill from over 1000 tonnes in 2010 down to under 400 tones and developed a number of initiatives to reduce our carbon footprint, including a greener car policy and electricity saving initiatives. Show less

Managing a team of 12 buyers in Europe (UK, Holland, France, Germany and Belgium) with responsibility for the purchasing of virgin metals from around the world and recyclable materials within Europe. With an annual expenditure in excess of £40m this required close liaison with Manufacturing & Sales. Managing all facilities and procurement for UK operation and offices. Introduced new computer systems for improved information and efficiency using SAP, JD Edwards, BPCS and Microsoft… Show more Managing a team of 12 buyers in Europe (UK, Holland, France, Germany and Belgium) with responsibility for the purchasing of virgin metals from around the world and recyclable materials within Europe. With an annual expenditure in excess of £40m this required close liaison with Manufacturing & Sales. Managing all facilities and procurement for UK operation and offices. Introduced new computer systems for improved information and efficiency using SAP, JD Edwards, BPCS and Microsoft packages. Built relationships with suppliers, working with them to reduce costs in their business and ours. Negotiated contracts from £5K to £5m Facilitated in a stock reduction programme with reduced inventory from £11m down to £5m Built a cohesive European purchasing team consisting of members from different countries with differing cultures and within a complex matrix organisation. Created and implemented a centralised European purchasing strategy, realising savings of 9.5% Member of the Tin Committee for the London Metal Exchange1998 to 1999UK Purchasing ManagerAs the youngest ever member of the senior management team in the UK I was initially responsible for a team of eight buyers, purchasing raw materials, recyclable material, packaging, business machines and stationery. Restructured the department reducing staffing levels from eight to five. Reduced suppliers from over 700 to 350 Increased buying margin from £40K to £280K in the first year and on to £320K the following year. Promoting and supporting Lean & Agile within the manufacturing facility1985 to 1998Earlier RolesScrap BuyerSundry BuyerTransport ManagerAssistant Transport ManagerTransport Clerk Show less