● Established Ovo’s centralised supplier management team, which is accountable for the post-contractmanagement of strategic suppliers, ensuring minimal value leakage whilst mitigating risks.  ● As a business partner, I worked closely with colleagues across Ovo to understand their needs, soughtopportunities to leverage suppliers, managed risk together to achieve the business’ objectives.  ● Successfully integrated and coached a team that came from diverse backgrounds. Repositioned team members toplay to their strengths and recruited team members to enhance overall team performance.Highlights:● My team delivered an ROI of 5:1 in value-add through supplier management initiatives.● Developed a Supplier Management strategy defining and communicating our remit and created tool kits and aframework, enabling a standardised approach to Supplier Management.  ● Implemented clear segmentation of OVOs suppliers, established governance and KPIs and created reporting toprovide supplier insights, risks, and opportunities.

• Accountable for €75m 3rd party spend in Bord Gais (BGE)• Regular 1:1s with MDs of the business units and their leadership team to truly understand their needs and drive cost opportunities, as well as deliver on business strategy. • Working with the business I have defined the procurement strategy, aligning to the business priorities, and in turn, work closely with the Heads of Portfolio and Sourcing to ensure the right resources are in place to execute. Acquired the buy-in of the Business leadership team for 2021 deliverables, to support their strategies. Highlights to date; • Supporting NEP through the transition from legacy IT systems to Digital First proposition for customers. Helping the business through change, by understanding current contractual commitments, optimising supplier relationships to achieve cost savings, reduce complexity and risk.• Successfully delivered a re-org by removing the local team and consolidating it into a central procurement team. This involved significant relationship management and trust building amongst stakeholders.• The re-org enabled a restructure of the supplier landscape, leveraging large complex supplier relationships across the group.

• Reporting to the Procurement Director, I established a Governance and PMO function within Procurement. Providing assurance of; delivery, compliance, as well as transparent and prompt Management Information• Established MBRs across several teams bringing together a holistic view of activities, performance management, cost opportunities, risks and deliverables. Established KPIs and reports • Grew strategic relationships across the business to promote procurement and opportunities eg. With Partnerships and Centrica Innovations to leverage strategic supplier relationships across Centrica• Manage two direct reports, responsible for MI and special projects that sit across procurement eg. Contract recovery initiatives and Working Capital. Achieved £13m working capital savings last year and £10m in 2017. • Supported the Leadership team in key Business Partner activities, by providing relevant MI and meeting packs

• Responsible for establishing a procurement function within a new business unit - Connected Homes, where previously no structure or standardised way of working existed • Lead for Procurement in Connected Home (Hive) to support a fast-paced growth strategy and Centrica’s overall goals with investment of £500m by 2020• A Business Partner to all procurement categories (excluding product), I was the interface between the Centrica Procurement team and Connected Homes stakeholders to support delivery of 3rd party goods and services• Responsible for procurement of existing and new Hive product lines, working closely with the product team, as a market expert on new products and technology, ensuring sourcing optimisation. I worked closely with existing suppliers (in Asia and Eastern Europe), ensuring governance is appropriate, and we are leveraging our relationships• During this time, I delivered a reduction in costs up to 30% across all products by reviewing existing agreements. Led on contract negotiations to launch current product to North American market in Q3 and working closely with stakeholders to identify suppliers to co-develop new products, resulting in complex supplier relationships

• • Responsible Application Management and Development Suppliers for DTS, including Cognizant, a strategic supplier with a spend of £40m pa and growing YOY. • Developed Supplier strategies with the business, ensuring effective commercial and relationship management• Successfully managed contract negotiations and key decisions, whilst also improving the quality of contracts in delivering better protection to the Company. Drafted and reviewed/approved Contract Change Control Notices (CCNs) • Ensured supplier obligations were delivered against contracts, whilst also maximising contractual value. Supported resolution of operational and commercial issues whilst safeguarding impact on service delivery • Accountable for establishing and managing effective governance forums: operational and performance management, commercial & innovations boards and executive-level engagement • Managed Cost Savings Work Stream for DTS: created single source of truth for Management Information and ran a Steering group reporting up to the CIO board delivering significant savings YOY

Save the Children has recently completed an internal merger and is now a Leading International NGO working across multiple sectors. Company value in 2012 $1.6 billion• Member of a small team, working in a change environment with an annual spend of $10 million• Manage international tenders: undertake market research, develop quality standards, specifications and criteria in conjunction with the humanitarian technical unit, develop and launch tender, manage procurement committee and supplier selection, finding solutions for any challenges that may arise, negotiate, and award contract. • Work with key internal and external stakeholders to ensure the right framework agreements are in place to support the business needs and ensuring best value for money, improving service delivery and mitigating business risks• Source and purchase goods and services across a wide variety of categories, for a portfolio of complex countries, often in a reactive environment, while ensuring value for money, quality and donor compliance • Track orders and analysis order data/ KPIs etc, using excel• Conduct suppliers’ meetings & performance reviews. • In 2012 I completed a procurement strategy for emergency preparedness, ensuring we have the right framework agreements with approved suppliers and pre-positioned stock in place to enable Save the Children to respond effectively in an emergency. I have a close working relationship with our Humanitarian Logistics team, and support them in both emergency preparedness and responses• Managed international procurement and air charters for the recent crisis in the Philippines as a result of the Typhoon, delivering 350mt of relief aid in the first phase of the response• Provide guidance to our country programme on procurement, regularly problem solving and ensuring donor compliance• Knowledge of key institutional donor and their compliance requirements in respect to procurement and logistics

My role as an ERP varied in every deployment which each lasted for a maximum of 3 months. During this time I was deployed in Ethiopia, Libya, Nigeria and my final role was in South Sudan managing Procurement for the Country Programme. Responsibilities and achievements:• Implementation of Save the Children’s logistics policies and procedures for procurement, transport & distribution, warehousing & stock management, management of vehicle fleets, communication systems, Security and assets.• Ensuring procedures meet Save the Children UK and donor regulations.• Managing and supporting national logistics staff ensuring division of responsibilities, clear objectives, and management of performance.• Regular communication with senior logistics staff and other key contacts on areas relating to budgets, technical aspects of the programme, and implementation of logistics systems.• Provide logistics training and capacity building for national staff.

Responsibilities and achievements:• Supported emergency preparedness for a response in western Cote D’Ivoire. During the emergency I was based in the city of Man, which became a hub for the emergency response. • Conducted logistics assessments in four field bases. • Focused on capacity building of national staff, increasing staffing, improving IT capacity, setting up a radio room, expanding on office and warehouse space, improving procurement procedures and establishing framework agreements with suppliers. • Assisted in the establishment of an international supply chain with the neighbouring countries in a complex conflict environment,• Spent a month managing the supply chain from Burkina Faso.

I successfully competed for a six month Head Office placement in London, a four month placement in Sierra Leone, and my final two months in Cote D’Ivoire assisting with Emergency Preparedness and Response (see above for details on Cote D’Ivoire)London, Head Office: I spent 3 months on the Global Supplies Team, and 3 months on the Capacity Building Emergency Response Team. During this time I also completed a number of key training courses.• Global Supplies Team: I assisted with international orders and completed a global tender for vehicles• Capacity Building Team: I reorganised the training and emergency response equipment; implemented a stock management system; and researched new products to assist in a first phase emergency responseSierra Leone• Assisted in a new base setup in Pujehun, and relocation of the team from Zimmi to Pujehun. • Conducted a local market analysis; contracted local building suppliers, casual labour and local transport; renovated an existing property to meet operational and security requirements • Established a strong positive working relationship with another NGO (Welt, Hunger, Hilfe) and with a local community radio station in order to share resources• Reviewed and upgraded procurement procedures, warehouse management and fuel management in line with the Save the Children Policies.• Conducted procurement training for the field staff from 2 bases, focusing on the links between finance and logistics in procurement

‘With Taste’ is a Food Service Solution Company working within 12 venues including the RDS; its operations includes Restaurants, Diverse Venues & a Central Product Unit. The Royal Dublin Society is the largest multi functional venue within Ireland, sprawling over 42 acres, it contains 10 multi-purpose exhibition halls totalling 20,000sq.m, an 18,000 seat outdoor stadium, meeting rooms & restaurants• Client management, developing and maintaining relationships with exhibitors and event organisers • Management of all public catering within the RDS, including 4 fixed cafes/restaurants, 5 catering pods, & various multipurpose outlets with a turnover of €4 million per annum • Demand forecasting; analysed the anticipated size of the events & historical data to ensure correct resources were planned meeting the needs of the event• Management of key operational resources: staffing, beverages, food, equipment, transport and logistics • Establishing standard operating procedures (SOPs) maintaining standards within all catering outlets• Staff Training; designed classroom style training courses & followed up with continuous on-the-job training• Reported directly to the Group Catering Manager; liaising between the Duty Manager & Head Chef• I met weekly with the Managing Director; reporting labour percentages, food & beverage costs & outlet turnover• Liaised with our Quality Compliance Officer to ensure HACCP standards were met at all times• Managed the booking system for all catering events within the RDS• Managed events within specified budgets & timeframes• In 2008 I was responsible for launching Pod Catering into the RDS Pod (points of distribution) – an innovative, versatile, portable structure which enable ‘With Taste’ to offer high quality food & drink anywhere within the RDS• I managed the Retail System Technology (RST) software for With Taste’s till system; including programming tills & preparation of weekly sales, cost analysis & productivity reports.

The Horseshow is an annual event that take place for a week every August in the Royal Dublin Society.• As a key member of the Operations team managing the lead up to the Horseshow; I successfully co-ordinated 15 team members and task-managed the project• Managed operations within 11 public catering outlets during the Horseshow. Up to 200 staff working during peak times with turnover a €500,000 over 5 days• Re-branded an existing outlet as a family restaurant and successfully managed the restaurant during the week of the Horseshow, increasing the week’s sales by 20% over prior year

• Actively sourced new business opportunities and developed existing key client accounts • Managed all bookings for With Taste, following up with a detailed costed proposal and confirming details for events• Developed a strong knowledge of operations of events within the company• Became proficient in Office Management and Administration