Replacement of legacy IT systems with SAP S/4HANA into JLR’s global manufacturing facilities, starting with Halewood plant.•Responsibilities include:o Programme roadmap and strategy definition & execution, reporting frequently to the JLR Board of Directors.o Plant / Business Readiness – Process Mapping and all Business Change Activities (People Change, Training, Comms & Engagement).o Development and deployment of programme governance and programme controls in a blended waterfall / agile environment.

• REFOCUS 2.0: Collaborated with the Executive Director of Quality and Customer Satisfaction to evolve the Refocus portfolio to include a stronger focus on JLR’s Value Creation System (Integrated Business Planning, Enterprise Operating Model and Business Excellence).• REFOCUS: Worked directly for the Chief Transformation Officer to lead the Transformation Office overseeing the 10 pillars of JLR’s key transformation portfolio to enable delivery of the company’s Reimagine strategy.• Responsible for all aspects governance, programme controls and identifying and aligning dependencies across other JLR strategic change initiatives such as Purpose, Modern Luxury and Agile deployment.• CHARGE+: Leadership of the central management team, including external consultants, for the Charge+ cost saving programme - worked directly with the Internal Consulting Division Director and CFO to identify key levers for cash savings, manage initiative delivery and actively monitor risks through robust governance and controls.

• Responsible for ensuring deployment of robust programme controls across £750m programme to deliver a new manufacturing site in Slovakia, working cross-functionally across UK and Slovakia and with contractors.• Successfully set up and ran cross-functional workshops with Senior Managers and Directors to obtain a signed-off integrated schedule to deliver business readiness activities.• Led a team of Process Owners and Change Managers to drive cross-functional definition and implementation of the new operating model for the organisation, driving alignment to develop greater integration.• Champion for project management best practice, providing coaching and guidance across programme team whilst ensuring alignment across other functional areas of JLR.

• Managed a team of direct reports to deliver a portfolio of projects to enable the transfer of engine production capability across global sites (Singapore / Germany / UK) to meet the growing order book. • Worked cross-functionally with senior management to define and own the CLE Operations 3-year roadmap, including identifying production shortfalls and improvement opportunities.• Implemented Manufacturing Execution System (MES) for Trent 1000 engine build and defined plan to deploy MES for XWB engine build.• Successfully transferred Trent 900 engine production from Singapore to Derby on plan and to budget.• Developed a business case and set up a £40m project to deliver capability to build, test and despatch CLE product from Germany, including development of Programme Management Plan and associated artefacts.

• Responsible for the delivery, up to implementation phase, of a new €70m test facility in Rolls-Royce Deutschland, Germany to test the next generation geared UltraFan™ engine.• Led a cross-functional team to define the project work breakdown structure, which included appointment of external contractors, and set up project management controls (including risk management, change control, stakeholder management and a robust governance structure).

• Reported directly to the Director of Group Property to define and deliver a transformation project to improve performance of infrastructure projects across Rolls-Royce plc through the creation and leadership of an Infrastructure PMO.• Created and developed project management processes in line with corporate procedure guidelines and associated three-day training course.• Additional projects included:o Assembly and Test Facility, Brazil – 3-month secondment to lead the construction handover activities of a £55m project including coordinating across three global locations.o London Heathrow Service Centre – decommissioned two leased facilities and coordinated the transfer of operations and people into a new, custom-built building.

Completed the Programame Management graduate scheme at Rolls-Royce plc, which consisted of a wide variety of attachments across the business.-Jan- Jun 2012: Seletar Assembly and Test Unit, SingaporeResponsibilities included ensuring that the new manufacturing facility is equipped to produce Trent 900 engines to meet production rates in 2012. Also project managed the commissioning and handover of the onsite test bed.-Oct 2011- Jan 2012: Customer Services, China RegionsSupported the entry into services of a a fleet of 5 Trent 900 A380 aircraft to China Southern Airlines Ltd. Also project managed a sales campaign for 6 A330's to a major Chinese airline.-Jul– Sep 2011: Civil Aerospace OperationsResponsible for delivery of tooling for the Experimental Special to Project Test Equipment for XWB development engine programme. The role demanded the ability to adapt to an ever-changing environment whilst managing complex supplier relations and satisfying customer expectations.-Apr– Jul 2011: Group Property, Space TeamProgramme managed the absorption of 120 personnel from a rented office space to a Rolls-Royce owned site, managing a budget of £1.2m with a cost saving of approximately £590k per year. The project was delivered ahead of time and under budget.-Jan– Mar 2011: Civil Aerospace Services TransformationProject Manager for the start-up phase of a £1.2m cross-sector Customer Portal project. Role included high levels of stakeholder management, and creation of all formal PM documentation such as project charters; work breakdown structures; risk registers; and the project schedule.-Sep– Dec 2010: Civil Aerospace Programme Management OfficeInvolved in improving the Civil sectors’ risk and business continuity maturity levels by engaging with business and tasking areas ensuring they adhered to risk and business continuity processes. This included writing training documentation, stakeholder mapping and involvement in a company-wide simulation exercise.

The position included managing and organising a range of projects in partnership with the local schools of North West Birmingham, amongst secretarial duties such as organising and minuting meetings.I was also heavily involved in setting up Complect Limited, a sister/trading counterpart to Titan Partnership. The main aim of this company was to generate an income, which would be fed back into the charitable body to generate more funds for the partnership schools.

Liaising with estate agents and clients to ensure that the solicitors have the correct information to proceed with their cases.

Responsibilities included the receipt, allocation, management and payment processing of travel and home insurance claims.