Taking ownership for selling, general and administrative expenses (SG&A), along with P&L reporting, budget, actuals and forecast of $620mSingle point of contact for IT global operational expenditure of $646m, with responsibility for international headquarter and Europe IT changesCultivating productive business partnering relationships with stakeholders, using effective communication to build a strong rapport and nurture profitable associations while imparting performance updatesProviding cross-functional IT support to operating companiesCollaborating with European counterpart on IHQ financial forecasting and SG&A activitiesIdentifying and executing initiatives, supporting the US global domain and ensuring corporate governance is fully embeddedOverseeing the finance pillar by approving initiatives, while assessing resource and budget fundingAccountable for IHQ/EUR IT capital reporting, Power BI modelMotivating and mentoring six team members to perform to their potential, setting clear objectives and reviewing performances✪AchievementsImproved processes such as streamlining monthly performance reporting for stakeholders, supporting the global programme savings governance and navigating through / promoting change to stakeholdersPlayed an integral role in delivering $20m in savings by renegotiating an IT outsourcing contract as the finance business partner, proactively implementing KPI reporting to assess cost levers and identify slippage Oversaw vendor selection, business case building / calculation, funding approval, contract review and sign-off by liaising with all dependencies to ensure the switch off, monthly reporting and P&L tracking, which culminated in zero tax issuesPresented the IT outsourcing programme proposal to the CFO, SVP Finance and IT SVP, with the programme approved due to effective communication and excellent presentationResponsible for business partnering with the IT function with the confidence of the Managing Director

In control of the new end-to-end IT programme for OpEx and CapEx reporting, gaining further insights into BAU versus change, including monitoring integration costs from FedEx’s acquisition of TNTMaximised the potential and contribution of 10 members of staff using consistent messaging on performance, quality and standardsProvided viable financial insights into the IT function, improving financial audits for CapEx monitoringConducted month-end reporting, capturing actuals, forecasts and projected full-year outlooks over five yearsAccurately calculated IT OpEx and CapEx programme budgets, using Power BI insightsDesigned, implemented and embedded the IT savings model, utilising a Power BI toolset, deploying a BI platform to capture year-on-year savings / forecasts, automating the process to provide insights and understanding the current course of speed to achieve expected savingsBuilt a thorough financial business case for customer experience / IT for the CCC vendor bid as a key business partner✪AchievementsReduced cost monetary control of the IT CapEx pipeline from $70m down to $39m, between 2019 and 2023, while ensuring forecasts maintained a high level of accuracyImproved current KPI reporting by analysing accounting insights for actuals and bringing a new financial system into the processReduced a previous month-end from WD14 to WD6 by implementing a new process, which involved creating a Power BI platform, defining datasets for uploading, partnering with IT to update the forecast and creating more time to understand the root causeCreated a new process that captured actuals and trends for major expense categories in collaboration with accounting as the representative for IHQ at cross regions / Opco CFO calls, achieving nil variance for the expected forecast versus actuals forecast twice in a row

Responsible for an IT global budget of $650m while business partnering with SVPs, VPs and MDs, hosting finance performance updatesDelivered effective and efficient KPI reporting, enabling financial, planning and analysis while identifying risks and opportunitiesWorked in conjunction with regional FP&A teams to deliver financial insights of the IT cost base across regionsImplemented and adopted technology business management (TBM) principles across the IT landscape, with the use of ApptioDeployed IT planning forecasting insights (Apptio) production of the P&L budget for 2018 / 2019Supported during the transition and migration to FedEx’s ways of working, following the acquisition of TNT in 2016Undertook a traditional P&L cost structure and modelling IT costs to applications / infrastructure landscape, business services and business capabilities based on taxonomy rules derived at a cost per IT serviceEncouraged proactive contribution and effective work from a team of six and three offshore ✪Presented at the Apptio (TBM) event to 150 attendees in Mar 2018

✪Supported the IS insight model by preparing and calculating the ICS OpEx budget of $30m and a central IT budget of $200mInstrumental in embedding processes to achieve ISO 9001, 14001 and 27001Undertook deep dive analytics into the ICS OpEx P&L annual spendConducted KPI monthly reporting for the IT cost tower and service for TNT globallyInstigated a productive work ethic among four members of staffExpanded business partnering with TNT Express and FedEx Express through collaboration and setting up Excel models that effectively interpreted financial performance between ways of workingCreated the reallocation of ICS P&L via a recharge mechanism to cross regions, effectively redistributing the ICS P&L to countries to understand who was using systems in order to chargeSupported IT outsourcing programme infrastructure services, application maintenance and network, switching from an insource to an outsource model IT structural changeCollaborated with the IT function to understand the current landscape of central versus local systemsUndertook full responsibility for the UKIT domestic cost base including month-end activities