Enterprise Operating Model Redesign:Led the holistic redesign of the JLP operating model working directly with members of the Executive team. This covered all aspects of the JLP system: strategy development, planning, governance, culture & behaviours, performance management, organisation, accountabilities and new ways of working. The latter included the definition and launch of a new set of enterprise value streams and supporting shared capabilitiese2e Change Review:Led… Show more Enterprise Operating Model Redesign:Led the holistic redesign of the JLP operating model working directly with members of the Executive team. This covered all aspects of the JLP system: strategy development, planning, governance, culture & behaviours, performance management, organisation, accountabilities and new ways of working. The latter included the definition and launch of a new set of enterprise value streams and supporting shared capabilitiese2e Change Review:Led a review of e2e change lifecycle in the Partnership, covering all activity from strategy development through to change implementation. This covered all modes of delivery (Projects, Products, CI)Business Transformation:Led the operating model redesign of an enterprise wide Technology & Change function, working closely with the senior leadership team. Assured and refined the design during the subsequent delivery phase. This culminated in the implementation of a complete new organisational structure, internal processes, governance and the outsourcing of key activities to two new strategic partners Capgemini & Wipro.Business Model Development:Participated in a multi-disciplinary sprint team using a Design Thinking approach. Developed & iterated future business models for the Partnership, culminating in a successful presentation to the Partnership Board & agreement to develop our idea further. Show less

Established a new pan-Partnership Business Architecture and Business Process Management (BPM) team for the John Lewis Partnership (JLP) as a whole.Responsible for running a team of Partners providing services in the following areas: business architecture development; initiative shaping & scoping; business solution design; process re-engineering.

Operating Model Development:• Matured a newly formed Business Architecture practice in Waitrose• Managed a team of Business Architects who worked on target operating model (TOM) development and strategic change across Waitrose• Oversaw the development of a Business Capability Reference Model and associated Process Hierarchy describing "What" the Business does and "How" it does it• Procured and implemented an Architecture+BPM tool-set

Stock Operating Model Review:• Led a team through the design & test phase of an end-to-end review of the stock operating model.• Oversaw the trialling and assessment of 6 different solutions in over 30 branches.• Developed a rollout approach and Partner impact assessment in conjunction with the Delivery team.• Finalised a business case with net annual benefits in the tens of millions and successfully presented this to the Waitrose Management Board.Operating Model… Show more Stock Operating Model Review:• Led a team through the design & test phase of an end-to-end review of the stock operating model.• Oversaw the trialling and assessment of 6 different solutions in over 30 branches.• Developed a rollout approach and Partner impact assessment in conjunction with the Delivery team.• Finalised a business case with net annual benefits in the tens of millions and successfully presented this to the Waitrose Management Board.Operating Model Development:• Worked on the development of the various programme Target Operating Models (TOM). • Led the fulfilment component of the supply chain TOM. Ensured alignment with related work in Strategy. Show less

Transformation Programme:• Led a multi-disciplinary team through an RFI process and feasibility phase to determine solution credibility, costing, programme phasing and benefits for core retail system (Oracle,SAP). This culminated in a board paper and presentation to key board members and senior stakeholders, and ultimately the progression of the programme to the next phase.• Participated in a study tour to identify key challenges and lessons learned from similar large scale IT and… Show more Transformation Programme:• Led a multi-disciplinary team through an RFI process and feasibility phase to determine solution credibility, costing, programme phasing and benefits for core retail system (Oracle,SAP). This culminated in a board paper and presentation to key board members and senior stakeholders, and ultimately the progression of the programme to the next phase.• Participated in a study tour to identify key challenges and lessons learned from similar large scale IT and Business programmes in both internal and external organisations.• Led the production of a set of RFP documents detailing all requirements for the whole scope of the future core retail systems.Continuous Improvement:• Led a team of 20 employees in an end-to-end review of the own label product development process, utilising a Lean 6 Sigma approach. Stakeholder management covered over 350 employees. Show less

• Transformed the RMO team into a hub for all 3rd party resourcing.• Managed the relationship with 3rd party resource suppliers.• Oversaw the governance of the multi-million pound 3rd Party resourcing budget.

• Waitrose Divisional Rep for a John Lewis Partnership IT Transformation Programme • Worked closely with the leadership team and workstreams to ensure change was delivered successfully.• Shaped and influenced key workstreams including the “Use of 3rd Parties” and “Organisational Design”.• Pro-actively looked for gaps and overlaps in scope across the whole programme.

Worked on numerous retail systems developments as a lead or supporting analyst.