Commercial Team Set-up – Places for London (TfL’s Commercial Property subsidiary) [~15 months - consultancy partnered]o Led a procurement transformation to establish a new commercial team, working directly with Commercial Director o Led workshops with C-Suite (including CEO) on core / non-core activities to help develop organisation wide target operating modelo Delivered on a phased implementation plan to set-up commercial team providing pre & post contract serviceso Designed and implemented a fit-for-purpose supplier relationship and contract management program. This involved segmenting suppliers (including complex Public-Private Joint Ventures), setting up all the necessary processes, templates, and dashboards for the program, identifying priority suppliers, and piloting the programo Developed business/category strategies for both the Asset Management and Property Development divisions (£2.1billion asset base), road mapping business strategies and commercial solutions required for organisational successTechnology Procurement Transformation – Global Media Company [~15 months – consultancy partnered]o Part of large team working on a global transformation programme, co-leading delivery against IT workstreams with a baseline of $900m (category focus of Hosting and Technology Infrastructure, EUC Managed Services, Third Party Maintenance) delivering savings of $200mo Coordinated with CTO’s and other technical stakeholders across 39 initiatives (mix of client led and consultancy led); providing PMO and technical support to accelerate and enhance-value delivery of initiatives

Sales and Marketing transformation – B2B Fine Jewellery Business [~15 months]o Achieved revenue growth of 20% YoY in a sector declining by 8%, through improved sales process and access to a strategic buying consortium

Opportunity Assessment – Public Biotechnology Company [~3 months – consultancy partnered]o Conducted review of entire spend – identified £12m of mid-point savings through internal and external benchmarkso Sold Wave 1 of project for consultancy

o Awarded internal company prize for drive and impact 2017Projects have included:o A private equity-backed Silicon Valley technology company; helped the business in reducing its operational costs in a post-merger environment. Led 3 workstreams in the core IT infrastructure category, covering circa $40m of cost, comprised of Enterprise Hardware, Data Centres and End User Computing. Delivered $5m of recurring P&L savings through end to end execution covering the opportunity assessment, strategy setting, and implementationo Large Global Bank; part of a team looking at the banking operations categories, focused on Global Payments Outsourcing and UK marketing services operations. For the global payments initiative, identified £16m of opportunity, developed TOM, and defined the execution strategy. For marketing services delivered £7m of savings from a £15m baseline through streamlining marketing operations, whilst enabling the bank in its digitalisation effortso Industries covered: Banking, Software, Manufacturing, Publishing & Print, Digital Media, Jewellery, Insurance

o Promoted in 8 months, completed a variety of projects, mostly of strategic nature within the public sectoro Developed a strategic roadmap on behalf of the EC to deploy a breakthrough technology across Europeo Provided technical and secretarial support to the Industrial Consultation Body in its task to advise the European Commission on the development of aviation policyo Technical performance assessment of a novel radar system using VBA and Matlab

o Conducted research and analysis on competitors’ products in order to develop a tool which would aid the development of the next generation prototypeo Evaluated the market opportunity for equipment used in digital terrestrial transmission in various countries

o Designed and implemented an efficient error logging procedure to eliminate incorrect cost allocation of transactions along the supply chain, saving £200,000 annuallyo Critically observed and questioned routine processes such as morning delivery of goods and the quarterly stock taking process, highlighted their inefficiencies and suggested improvements

o Innovated & developed tools to make assembly line production more efficient in collaboration with tool operators & machinistso Analysed 3 years of data and collected current information on performance to identify the cause of component failures, to produce a report which recommended changing suppliers

o Cold called, in person, jewellery retailers to introduce the company and its products and where appropriate made sales. Gained face-time with several potential customers whilst making £13,000 of saleso Reported the industry trends to the directors and then discussed the viability of entering new markets without impacting the core business