Programme implementation for start up and existing Fintech business, established banking clients and high profile retailers

A multi-faceted role with accountability for Delivery and Business Change Management projects covering Europe, Great Britain and Ireland

Line management of a multi-site project team with responsibility for transitioning customers from “Sale” to “Operational”, covering new business setups, in-life account amendments and customer de-implementations.Achievements / skills obtained in role• Successfully managed the transition of 2 individual teams, with extensive variation in processes and skillset, to a single, 6-person team, covering all customer sizes, products and services.• Accountable for the delivery of 32 customer implementation projects in 2016, covering 25,000 vehicles and drivers, and an average of 115 account configuration amendments per month.• Completed a full review of implementation processes, leading to an average reduction in lead-time of 3 weeks on standardised product implementations.• Key customer achievements within role include the on-boarding of a high profile UK utilities fleet of >6000 vehicles, including a “Sale & Leaseback” of 270 HGV vehicles worth £22.5 million, and delivery of key I.T. interfaces.• Designed and launched a Net Promoter Score (NPS) based, post-implementation feedback loop covering all internal and external contacts.• Frequent presentations to customers and prospects during Tender process and re-contracting negotiations.

Fully responsible for “Kaizen” deployment within Hitachi Capital Commercial Vehicle (HCCVS) business, and creating greater alignment with the Hitachi Car and Driving Instructor School businesses.Achievements / skills obtained in role• Supported HCCVS team with delivery of 2014/15 Kaizen financial objectives – achieved £396,000 vs. a target of £300,000.• Championed effective use of visual performance boards and successfully demonstrated the business case for complete company wide deployment.• Supported and drove alignment of a continuous improvement culture across 3 Hitachi Capital businesses.• Led a number of specific projects for a leading utilities company, ranging from a full review of the commercial vehicle build process, to the fitting of 7000 fuel savings units to the customers existing fleet, leading to benefits in excess of £1 million.• Involved in the “Horizon II” business transformation project, providing input into the project “Blueprint” (designed to drive innovation within the company), Gap analysis and design of the process team structure, whilst attending supplier selection presentations.

Responsible for initiating and driving extensive business improvement through the use of Lean (Kaizen) and Six Sigma methodologies.The first employee to be awarded 2 quarterly internal recognition and achievement awards (Star award) and the overall company Star Award winner for achievement in role and demonstration of company values.Achievements / skills obtained in role• Responsible for management and deployment of Arval Corporate Centre projects in the UK and Europe. Delivered through the effective management of cross-functional project teams.• The first person in the UK to be certified by BNP Paribas as a Lean Practitioner and expert in Continuous Improvement methodologies. Also a Certified Process Professional to Level 5 of Customer Expectation Management Method (CEMM).• Skilled in management of stakeholders, with frequent interactions with UK Senior Managers, from CEO to department heads and European Corporate Centre Leaders.• Delivered project benefits of £285,000, plus 9.34 FTE during my first year in Process Improvement.• Designed and led a re-structure of the Arval Contact Centre, improving the Call Answering SLA performance from 37% to 82% in 3 months, whilst also providing a 1 FTE benefit.• Designed, implemented and managed a cross-functional team that migrated 1500 vehicles orders, to the value of £26 million, from legacy systems to “ArvalDrive”, with a <1% defect rate.

Owner of the Arval fuel product portfolio, with the aim of increasing market share though continuous product development and marketing initiatives. Achievements / skills obtained in role• Management of the largest fuel card business in Europe, with 1.3 million fuel cards in circulation in the UK, generating 65% of companies annual revenue.• Identified growth opportunities within the UK market place, leading to development of solutions and strategy to target those areas.• Actively involved in all operational areas relating to the Arval fuel product line, including development of processes aimed at resolving issues that would affect customer experience, growth and retention.

Project managing the “Prospect” to “Customer” transition, and the internal and external relationships and communications from point of sale until hand over to Operations.Achievements / skills obtained in role• Responsible for a portfolio of key clients during transition periods. These include Orange (now E.E.), BAE Systems, Rentokil and Wyeth.• Regular customer visits, meeting with prospects and existing clients to establish their requirements, and also to ensure that all client data was complete and validated prior to go live.• Internal stakeholder management and comprehensive communication with internal teams to ensure transition to live was seamless for the customer.• Presentation skills used during Tender meetings with Sales Managers when operational knowledge was required to secure a customers business.