Accountable for revenue delivery across Global Airline Academy footprint (c.$90M/yr). Development and delivery of programmes for cadets (c.600/yr) on time and enabling their dream of a professional pilot career.Improvement in revenue delivery from 45% to >99%.40% Reduction in Programme lead time.$22M in productivity and cost saving improvements.

After a successful strategic diagnostic and CI Capability development consultancy into L3 CTS, I took a formal role responsible for the strategic and tactical delivery of Transformation and Improvement activities across the Commercial Training Solutions division.Having achieved project results including the largest cost saving ever achieved for the flagship product (attaining a reduction of 25% of the addressable cost base within 12 months), I've also worked with the acquired Training Services organisation to devise a strategy to achieve a globally co-ordinated Operational Model, underpinned by technology to deliver Best in Class cost of sales and customer satisfaction.Organisational capability development is also key, with over 20% of the staff (including all Senior Management and Executives) having received a CI training syllabus devised and delivered specifically to create relatable examples of all of the core CI principles and tools.

Working with a new team to introduce Lean thinking and approaches without an overt LEAN branding.Concentrating on the Head Office support functions, I scoped the potential opportunities for improvements across multiple functions, from Fleet Training, Resourcing, HR and Payroll.A highly complex operating environment, with small teams delivering services for a highly diverse population of seafarers - over 200 roles and 50 nationalities across 10,000 staff. As such, an awareness and understanding of constraints within disparate customer segments due to national legislation and cultural differentiators was required in order to identify truly deliverable service benefits as efficiently as possible.Leading the diagnostic, design and implementation of an organisational redesign across a global scheduling operation improved staff morale, increased collaboration and improved seafarer experience significantly.A review of the Fleet Safety Training operation created an innovative approach not seen within the industry, with the potential to reduce training hours on board ship by over 10,000 hours per year - whilst increasing skill levels and career development. This led to the Head of Fleet Training not only remarking on the scale of the change, but also being 'amazed at gaining the opinions and agreement of several senior stakeholders in record time'.

Providing meaningful Lean cultural change through transformation projects, driving efficiency through the implementation of lean skills, tools and methodologies.Working across multiple divisions and business areas across Europe, I successfully lead delivery of improvements across areas such as Customer Satisfaction (both internal and end user), Process Efficiency, Performance Management and Leadership, Employee Engagement, Organisational Design and Employee Development.Often engaging with multiple layers of stakeholders and linked improvement projects, a collaborative working style was paramount, with a clear view of the big picture as opposed to silo thinking. Sustainability was high on the agenda, delivered through effective metric measurement, appropriate solutions with high levels of staff engagement, and the training and coaching to enable businesses to develop a true continuous improvement culture.

Supporting the introduction and development of CI within a FMCG food producer.Using the 'Mission Directed Work Teams' methodology, I worked to identify and apply the approach in the most effective and engaging way - by finding the core issues in each business area and applying the appropriate tools at the right time.I led the introduction of OEE data sampling on automated production lines to identify core issues and implement appropriate solutions. This showed the potential performance of highly specialised robotic equipment that was being underutilised, and engaged staff in finding new ways of working to eliminate root causes. Introduction of SMED and Kanban led to significant improvements across 50% of the operational teams.Coaching team leaders in effective team performance managers was a highlight, especially as the levels of English language skill were varied, with differing cultural considerations needed in order to provide engaging, effective support.Within the highly diverse engineering team, I worked to understand the challenges caused by a balance of proactive maintenance and reactive repairs, and supported increased collaboration between engineers and operational staff, leading to effective poke yoke implementation and improvements to production line design and effectiveness.Finally, as an example of the embedded, continuing benefits my work led to, a 5S activity within the engineering workshop was commented on years later as 'one of the best workshop environments I've seen' by a leading H&S auditor.