• Transformation lead for the accelerated installation of Smart meters for Eon Business customers. Driving for the operational delivery of Ofgem regulatory targets through structured senior stakeholder engagement delivering cultural change within the organisation functional support teams. Developing effective strategies to overcome known industry and process challenges.• Strategic programme development for operational cost-cutting and streamlining projects incorporating internal functions; HR, Operations, Finance, IT, Change Management and Trade Unions. Achieved £2.3m controllable cost reduction in line with financial targets.

Management of a £13m critical asset investment strategic programme network upgrade driving for safety and regulatory compliance. Structured stakeholder engagement and influencing from Senior Management through to Technical Engineers ensuring clear communication of project scope, process deliverables while focusing on budgetary, quality and time constraints.

Responsibilities: Within UK’s largest commercial gas metering company, responsibility for the management of the critical asset risks; testing, performance, risk modelling and mitigation options through Executive Committee investment sanction for capital and operational expenditure. Change management and organisational design through cultural, behavioural and process development of an agile business in competitive and fluctuating market conditions. Driving improvements in asset systems, processes and development of audit programmes ensuring accurate asset health through safety, policy compliance and financial modelling. Development through to approval of capitalised major asset project business cases, onward management of projects including review, process improvements and contract management. Ownership of industry accreditations for National Grid’s Ofgem Regulatory Compliance, Licence to Operate and Asset Management Standards: MAMCoP, OAMI & ISO-55001.Key Achievements:o Business lead in the £15.5m SAP Transformation & Change Programme enhancing asset management systems, process and behaviour changes to meet new business opportunities.o Successfully delivered in excess of 97% maintenance objectives to budget in 13/14 & 14/15 through effectively managing internal stakeholders and external contract service providers.o Created a new comprehensive risk based asset condition model and audit assurance process ensuring structured governance to mitigate £24.5m of asset portfolio safety risks.o Lead the development and implementation of an innovative hand held device enabling field work job completion, condition assessment and asset transfer process.o Acting as Chair for the National Grid Metering Data Governance Board, delivered a maintenance optimisation programme driving out £2.5m of operational maintenance spend while delivering programmes to enhance portfolio data quality from 20% to 87%.

•Management of three functional areas within Metering and responsible for driving for legislative compliance and risk mitigation asset management with 5 direct and 25 indirect reports.•Responsibility for the maintenance of 15 million domestic and industrial & commercial gas meters maximising revenue and profit, effectively managing operational maintenance costs through strategically targeted asset management activities.•Control of maintenance budgets totalling £21m (domestic) and £11m (industrial & commercial).•Commercial responsibility for developing robust asset policies and strategies to reduce the cost to manage the asset base in a customer focused sensitive business. oCreated strategies to deliver safety compliant meter asset maintenance programmes on unknown medium pressure networks through the approval of an additional £3.5m budget spend from Metering’s Executive Committee. oLead the change programme in re-engineering the Asset Maintenance function within metering. I inherited a team whose output was identified as having major process non-conformances and safety issues. Through identifying process gaps I gained Executive Team sanction to develop and build new ownerships, accountabilities, processes and team structures. Once complete the team increased from 4 to 26 embedding effective operational and value adding processes.oLead the approach for mitigating the safety risk in delivering an effective domestic maintenance programme for the identification and replacement of 30,000 previously unknown and unmaintained gas meters due to industry legacy data issues.oCreated a new £2m maintenance process that enable effective maintenance of the asset portfolio reducing reputational and major financial loss and legislative non-compliance. Driving targeted short/medium term added value activities thus reducing larger long term escalated costs.

•Responsibility for the end-to-end Operational Planning processes of all OnStream’s gas domestic metering installation in a rapidly expanding business. Driving for maximum rental revenue and capital delivery through continuous improvement and system change projects.•Key stakeholder in strategy delivery of OnStream’s traditional and Smart meter installation business plan. Developed these for the long term gas supplier contracts with British Gas and Scottish & Southern Energy to maximise rental revenue through operational efficiencies.•Creation of planning models, management information and improvement plans to support contracted workloads in order for call centres to meet Customer Standards of Service.oDriving commercial value and optimisation in the lean procurement and logistics management of the annual capital spend of £45m on assets and £18m on labour costs.oMaximised process efficiency through Performance Excellence of 350 field engineers ensuring adherence to contracted work moving from an average of 5 to 8.7 installations per day. This delivered and supported the service provider business case and enabled realisation of OnStream’s portfolio growth, capital expenditure while minimising operational costs. oDevelopment and management of the planning, scheduling and dispatch mobilisation team responsible for the delivery of Scottish & Southern Energy gas contract of 120 field engineers at 85,000 installations per year.oThrough engaging internal and external Contract Managers I developed and implemented gas and electricity asset replacement strategies that maximised targets within contractual and regulatory constraints. I worked with key stakeholders to maximise annual rental revenues.

Commercial Analyst ● OnStream – A National Grid Company ● November 2004 – June 2005•Worked on the Strategic Implementation Programme in Change Management to create and implement a fit-for-purpose a working model and business structure within OnStream of the Planning, Scheduling and Dispatch functions.•Ownership, accountability and expansion of the previously outsourced scheduling and dispatch operational processes from Hinckley to Coventry within an in-house model.•Worked with internal and external virtual teams, to analyse processes, promote concepts and facilitate workshops to drive for process change supporting the project strategy.•Derived and implemented meter worker targets to deliver business targets.

Various roles: Graduate Warranty Analyst / Market Intelligence Analyst / Customer Support Service Analyst ● Finning (No.1 Caterpillar Construction Main Dealer) ● Aug 2000 – Oct 2004•Through evaluation of warranty processes, I implemented improvements while motivating staff to effect change. I was solely responsible for negotiating an 83% recovery, circa £300,000 on annual warranty costs which was a company record in 2002.•Collate, track and report on company performance measurements against the Business Plan.•Improve the service organisations working methodology by developing and analysing a new standard repair bill of materials and servicing system aiming to modernise the company’s after sales processes in areas such as Service and Contracts, leading onto pricing and analysing multi-million pound service contracts. •Involved with the analysis of KPI’s along with the training and support of the service operation personnel.