First of a kind technology to fuel the world while fixing the climate.

Strategic advisor to the College on capital projects and commercial contracts.

Independent consulting in Strategy, Transformation, Culture, Talent, Leadership.Executive coaching and facilitation.

Reporting at Governing Body, responsible for delivery of major (£20m) capital projects, including commercial contracts, P&L, and all non-academic operations for the College.

Led global expert team of 16 to build and operate e2e Leadership Development strategy and system from Unilever Executive team to 50,000 office-based employees; support new CEO and team to refresh strategy, define and implement growth-oriented culture and leadership, and to raise teams’ performance. •Designed and facilitated support to new Unilever CEO and Executive team, and to Business Group Executive teams (scale top 15 to 150): to refresh strategy; integrate and develop coherent culture and leadership for performance and growth; progress Equality, Diversity & Inclusion (EDI) awareness and impact; while building team capability to have difficult conversations, make critical trade-offs, and manage change. •Supported CHRO to ensure senior talent pipeline: led work to define the most business-critical roles and capabilities; built coherent assessment and development programs for key roles, transitions & talent pools; developed supporting data & analytics capability and insight (scale ULE to next 10, then to top 150 to 5,000+.) •Built coherent and cost-effective approach to scale to 50,000+: designed and built internal capability and external partner network of consulting and coaching resources. Drove development for performance ethos, balancing consistency with customisation for specific roles and business needs. •Maintained positive employee engagement through Covid by designing and leading virtual training for line-managers and teams, building their awareness and capability to ensure business performance while supporting employee wellbeing at scale (50,000+.) •Equipped business teams to deliver business process reengineering achieving faster impact, by designing a Change Management approach, and building cost-effective facilitation capabilities. •Operated and improved 2 residential learning sites (UK and Singapore) with P&L £12m and Capex £5m; used these as Centre of Excellence to deliver core development programmes

Design and implementation of internal leadership talent to value system: role taxonomy, leadership model and archetypes, candidate profiles and segmentation, assessment and matching process to optimise performance, development, equity of opportunity, diversity of representation.

Expert advisor in the areas of organizational health, business transformation, and leadership development with a focus on driving transformational change in large-scale front line operations. Direct internal teams, lead design and delivery of operational and cultural transformations, and serve as keynote speaker, operations / marketing change leadership facilitator, and faculty for flagship client leadership-development events.

Partnered with clients on a range of strategic, organizational, and operational initiatives delivering strategic cost-cutting solutions, improving manufacturing quality and productivity, designing and facilitating “Lean Leadership” workshops, and forging a “culture to win.” Clients ranged across the FMCG, basic materials, transport and logistics, oil and gas, healthcare, telecom, and private equity industries.Highlights included cutting £100s of millions in CAPEX/OPEX cost, driving double-digit percentage global production growth, and transforming leadership teams.

Advanced through multiple leadership roles to serve as Global Program Manager for automotive sealing systems, where I developed and executed the Cylinder Head Gasket Group’s global manufacturing strategy. I established pricing models across numerous geographical markets and supported manufacturing across European, North American, and Central/South American facilities. As Engineering Director I led a 20-member team with a $20M budget.Highlights include commissioning and installing Japanese equipment into an American manufacturing facility, an effort that allowed Federal Mogul to produce the next generation of engine sealing products for Honda in the US. Other contributions include reducing manufacturing complexity, cutting material waste and manufacturing costs, and streamlining commercial bidding and negotiation processes.

Led 4- to 16-week production improvement projects at manufacturing sites across the UK, Italy, France, and US. Hired for my technical problem-solving, independent thought, and interpersonal skills. Highlights include significant cost reductions and productivity improvements (without headcount growth) at manufacturing facilities around the world.