Led an organisation-wide career management, outplacement and skills development programme aimed at supporting 3000 colleagues through a period of significant transition. The programme was tasked with reducing redundancy costs during a major restructure and downsizing.• Developed strategy for implementing a career management and outplacement programme across the business for the first time, aimed at equipping colleagues with the confidence and skills to thrive through a period of organisational and personal change.• Led procurement and contract management with an external partner organisation. Project was delivered on time and on budget, recouping it's costs in year one through saved redundancy costs.• Colleague feedback on the quality of the services offered was overwhelmingly positive, with several colleagues praising the programme of support as being exemplary.

Professional leadership of learning and development throughout an NHS call centre organisation employing 3000 staff across 30 sites, leading a virtual team of 9 managers and managing a national budget.• Operational delivery and onboarding - Led the implementation of a technology-enabled induction programme that halved the amount of time taken for new starters to become operational. This resulted in demonstrable cost savings.• Leadership development - Managed the design, procurement, development, implementation and evaluation of a leadership and management development programme for 300 managers. The programme was successful in helping enable technical experts develop leadership skills, to aid the organisation in its goal of becoming a self-sufficient business-to-business provider. • Strategy development and organisational performance - Moved the business from approximately 15% of courses delivered by e-learning, to over 75% in two years. This resulted in organisational achievement of a 95% compliance target in statutory and mandatory training. This enabled the organisation to successfully demonstrate quality compliance when submitting bids for new contracts.• Performance management - Project managed the re-launch of appraisals. Successfully implemented webinar-based training programme, resulting in measurable cost savings. The project was recognised nationally as an example of best practice and shared with all NHS organisations.

Managed the learning and development function in a London-based NHS trust, leading a team of 6 and managing a training budget of £250,000. • Leadership and management development - Led the development, procurement and implementation of a three-tiered management development programme for 80 managers, helping them to lead the business through a complex merger.• Organisational development - Wrote two strategic OD plans covering the creation of two new organisations. Realised one-off savings of an estimated £250k through the sharing of resources and combined board and management development programmes.• Talent management - Project managed the re-launch of performance appraisals, influencing teams to raise compliance from 1% to over 90% within nine months, enabling more efficient allocation of the training budget and improved retention.• Learning needs analysis - Streamlined the learning needs analysis process, resulting in better-targeted use of training budget and measurable return on investment and expectation. • Systems and process management - Realised efficiencies from web-based learning management system, resulting in estimated savings in admin costs of £25k per annum.• Induction and onboarding – Re-developed induction programme for all new starters, resulting in a sustained reduction in new starters leaving the organisation within their first six months in post.

Managed service level agreements with 50 GP practices covering a population of 250,000 in south London, resulting in improved patient access to appointments and cost saving from a reduction in missed appointments. • Negotiation and contract management - Negotiated contract to install text message appointment reminder software in 17 GP practices. At the time, this was the largest deployment of such technology in any NHS trust in the UK, resulting in 27% reduction in cost of missed appointments in those practices.• Training design - Wrote and evaluated training materials for a major software rollout, resulting in over 300 staff being trained on time and within budget.• Management information and reporting - Developed a balanced scorecard and simplified the communication of key performance indicator data to help improve 50 doctor’s surgeries improve the patient access to GP appointments. • Relationship management - Won organisation-wide award in 2006 for effective relationship building with clinicians and managers, and results focus in improving patient access to local health services.

Joined the retail management scheme working in various store management and head office roles, before moving to managing the relationship with an outsourced customer-facing contact centre provider. • Operational performance - Co-ordinated the delivery of a modular training programme to 250 people across 25 stores ahead of schedule, raising customer satisfaction scores in several stores by over 30%.• Sales performance and logistics – Implemented new working methods in an online shopping team of 65 staff, increasing productivity by 40%, raising weekly takings by 60% and coming top in internally-measured nationwide customer satisfaction league table.• Competitor benchmarking - Organised and hosted site visits for CEO and various directors, helping to improve alignment between the service we provided to our customers and the organisational values. In turn this helped improve our performance in competitor benchmarking surveys.• Relationship management – Managed the relationship with a third party contact centre provider. This included feeding back to senior managers on performance against KPIs, resulting in a reduction in the average handling time of customer contacts.• Employee engagement - Extended the rollout of the colleague suggestion scheme to include the customer contact centre, resulting in several changes being adopted across Sainsbury’s in response to customer feedback. This also helped generate some positive national media coverage around some CSR-related initiatives that resulted directly from colleague suggestions.• Graduate development - Chosen to represent graduate trainees from across the UK in helping redesign the graduate scheme. Resulting scheme brought about an increase in retention of graduate trainee managers within their first year in post.