EMEC Ecology is a wholly owned subsidiary of Nottinghamshire Wildlife Trust providing ecology, land management & aboricultural consultancy services to a broad range of clients including Utility Companies, Local Authorities, Govt Agencies, Developers, Planners, Architects and Individuals

Providing project and programme leadership.

Glen Dimplex is the world’s largest manufacturer of electrical heating and a significant provider of cooling, ventilation & renewable energy solutions across Europe, North America, Asia, and Australasia.Contractor appointed to recover an existing UK workplace transformation project intended to deliver:• The establishment of a new collaboration site• Rationalisation of existing locations including the disposal of a site• Co-ordination of a program of property enhancements• Development and co-ordination of an overall return-to-work planKey achievements• Development of governance framework ensuring clarity of scope, co-ordination of management, and planning plus regular reporting of delivery, spend & RAIDs.• Establishment of a risk-based analysis of proposed activities and locations.• Alignment of IT, FM, HR, and Comms activities.• Embedded use of property and legal professionals in informing property decisions.• Recognised by business as a commercial and pragmatic SME.• Creation of new Collaboration and CX sites.• Closure of site, preparation for marketing and engagement of agents.• Development of a return-to-work approach.• Creation of scenario based future state options.• Development and execution of site specific 'get well' plans.

KPMG assists clients through a range of services relating to Management Consulting, Risk Consulting, Deal Advisory and Strategy. Contractor with specific responsibilities for:- Programme Lead tasked with stabilization, recovery and delivery of an ambitious Workplace transformation programme whose scope included the fit out of a new site, closure of 2 existing sites, restack of 1900 colleagues, establishment of catering & shuttle bus services plus the implementation of HR & IT change to transform employee experience and ways of working. This was delivered to time and scope during a period of significant disruption and was latterly impacted by a change in the HK Government’s pandemic planning status to ‘Emergency’.- Interim Management supporting the COO to deliver Business Continuity and Resumption Planning including mitigating impacts of social unrest and Covid-19 social distancing.

International business services group providing compliance, risk and technical consultancy services to the marine, oil and gas, low carbon and utilities industries with 8,000 personnel in 65 countries. My key achievements were: • Programme lead of global customer experience programme delivering transformation CX, NPS, Net Easy & CSAT, reduction in complaints and the time taken to resolve them. Utilisation of journey mapping, process improvement and transformation activities.• Transformation Director in a Group Company, developing global change programme to exit from unprofitable sites and implement a headcount reduction, with a successful shift from using employees to subcontractors by identifying and managing anticipated resistance.• Delivered elements of global property rationalisation of property portfolio. Projects ranged from brownfield site to Head Office restack in Grade I listed building, spend from £500K to £10M. Managed communications with stakeholders, suppliers and property professionals. • Lead global re-branding project. Managed the dependencies and the interfaces between parallel internal and external facing projects to update signage, visual identity across 200 sites, 50 websites, 80 IT applications and marketing material on a single go-live date.• Established regional HR Shared Service Centre replacing numerous teams and addressing historic issues of efficiency and effectiveness.• Created digital archiving programme for the stabilisation and categorisation of 1.25 million historic ships plans and surveys dating back to 1834 for LR Foundation. • Established Group PMO team with supporting project governance, risk analysis, tools & delivery capability for internal and transformational change projects. Defined competency standards and developed training requirements accordingly. • Transfer of content and decommissioning of a legacy intranet. Switch of content provided with enhanced functionality, brand consistency.

Multinational investment bank and financial services company, delivering personal banking, corporate banking, wealth management, and investment management.Involved in the creation of the ‘Lean Barclays’ team working with IBM within Barclays UK Retail Banking to provide dedicated internal consultancy teams. Promoted from a previous role as Senior Project Manager, was responsible for a range of sprints and Kaizen activities.Key achievements include: • Implemented a revised Sales MI process eliminating non-value adding activity, facilitating the introduction of a revised Sales Incentive process and reducing sales reports weekly from 45 to 7 and eliminated 50% of the time spent reporting (200 days effort per week)• Process standardisation and capacity release within customer support centres.• Capacity release facilitating 100 Relationship Managers to complete regulated training.• Introduction of travel process resulting in reduction in costs of 60% and rationalisation of remote connectivity for Relationship Managers reducing telephony costs by £500k pa

Variety of roles including Project lead for Basle 2 operational risk loss workstreams, Risk Manager within Barclays B2B.com and leadership of various projects addressing compliance & control failures. • Responsible for establishing governance & control in a joint venture start up.• Developed MI to quantify risks, and designed Lending processes for SME customers.• Development and implementation of Tactical & Strategic fixes for identified process failures.• Led investigations into control failures in sales processes, operational rigour & staff conduct.