Sarah initially joined LBG to lead a complex Finance Improvement Programme to deliver Solvency 2 end state capability, with a portfolio of projects that include both IT and Business change and annual budget £10m. She was promoted to Head of Practice Management and Change Operations for the LBG Insurance function of over 400 Change professionals. During the summer of 2014 her role was expanded to a wider role which includes the provision of operational support with P&L responsibility for a function of 700 staff across the Insurance Chief Operating Office. After presenting ideas for creating operational efficiency in change, Sarah was asked to direct a major efficiency programme alongside her other accountabilities an efficiency programme delivering circa £20m of savings reporting into the Insurance Executive on behalf of COO.

Sarah spent over 5 years at KPMG initially in their Government Advisory practice and then for the last 3 year their Financial Services practice. Specializing in Business Transformation and Organisational Design, Programme Design and Delivery, Project and Change Management Sarah was highly sought after by clients who wanted to ensure delivery but engage someone who would truly understand their business. Sarah was very successful at engagement management and developing strong relationships that led to significant salesSpecific assignments includes - 1) Customer Contact/Cost Reduction - Business Case development– Working at a large City Council, Sarah and her team developed the business case for transforming Customer Contact arrangements. Finance - Regulatory Change/Programme Management – Sarah has led a number of complex 2) Finance programmes including Solvency 2 within a complex portfolio environment as a key part of the merger of two major insurance companies, reporting into the UK Finance Director.3) Organisational Capability Building and Performance Improvement – Sarah designed the approach for building sustainable performance improvement capability across 15 UK Police forces as part of the award winning QUEST programme, one of KPMGs most successful Government consulting projects. Sarah developed a clear methodology and future operating model for embedding performance improvement to ensure police forces are left with a repeatable and sustainable capability embedded within their force post KPMG engagement. Sarah developed the capability approach and then rolled it out across a number of forces (8) each project team of 30 delivering a return on investment of at least 5:1.4)Turnaround work – whilst at KPMG Sarah has turned around a number of failing projects in Defence, Home affairs and Financial services, often at client request.

Sarah worked at senior levels in Defence, Trade and Investment and and Justice within the Civil Service. During her tenure she led major organisational transformation programmes, managed High value Procurements and developed ground breaking international agreements and policies. Regularly reporting at a Ministerial level and engaging Industry and foreign Governments, she developed highly tuned stakeholder management skills. Her experience includes HR Transformation, Organisational Design and Cost Reduction, Military Procurement, Policy and Strategy developmentDepartment for Business, Innovation and Skills (BIS) - Portfolio Management – Sarah led the national rationalisation and portfolio development of over 3000 business support schemes worth over £2 Billion (BSSP). The programme delivered early wins announced in the pre-budget report. Ministry of Justice - Communications and Stakeholder Engagement - Sarah developed and executed a stakeholder engagement and communications strategy and integrated communication plan for a complex IT solution that will ensure court results are automatically updated onto the Police National Computer. Her work was described as best practice by the OGC and has been formally adopted for use. Ministry of Defence - Project & Programme Management - Sarah worked at core of the MoD HR Transformation efficiency programme, which reduced and centralised the existing HR Function from 3000 staff to 1500. Sarah also led a Departmental workstream on the MOD relocation programme to head office, leading a change team to deliver 25% head count reduction. Sarah has extensive project management experience and delivery in Military procurement. She managed the successful delivery of novel, complex bespoke military equipment projects for the Royal Navy into service early and a £1million under budget. This won a number of awards for both successful delivery and innovation in environmental protection.

Graduate Rotation in Consulting, Financial Services