Overseeing the performance and budget adherence across the Shared Services (Tier1 & Tier0) for a number of functions including Academy, Talent Supply Chain, Talent Acquisition, HR Shared Services, PMO Shared Services & Global Mobility. Overall responsibility of 2300FTEs Globaly supporting 65 Services within 23 Locations and enabling our +350,000 Associates• Academy (L&D) - Maintain Vendor management and cost optimisation & maintain records for utilisation and consumption of learner content.• Talent Supply Chain (TSCss) - Support creation of Service Orders, employee ID creation, on boarding (including Background verification checks) and exit management.• Talent Acquisition Group (TAGss) – Support to M&A, (live) applications and background verification (global) support, TAG Compliance. • HR Shared Services (HRss) - Notice period changes / Probation period updates in employment contracts. Data Retention support. Onboarding / Leaver / exit compliance support and asset recovery.• PMO Shared Services (PMOss) - Invoicing / Cash Collections / Account profit optimisation offshore transition support.• Global Mobility and Mobility Shared Services (GMss) Mobility Strategy, relocation, Mobility Compliance, H1-Cap support, Cross-border support, visa processing and travel support / forex.• Payroll and benefits support (PBss)- Payroll inputs, benefit calculation and administration, query management• Support to Cognizant Outreach. (Oss) - Support Cognizant community programs - laptops, covid support, charitable donations. • Executive support model (EAss)- Calendaring support, Travel support.

Leadership for performance excellence & continuous improvement within the Accenture enterpise functions. Defining and shaping the future of service and driving a programme of strategic transformation change across internal business structures

Help drive innovation / automation / Operational Excellence principles across our Operations business in EMEA

Accenture BPO services. Providing leadership of delivery excellence within outsourced service operations. Defining & leading centre of excellence strategy to improve quality, cost and delivery for the BPO business processes for multiple clients including telco, utilities, banking, industry & custom. Defining and shaping the future of service delivery operations in line with Accenture strategic growth objectives driving sustainable improvements and collaborating with key business stakeholders to bring industrialised delivery methods to offshore and near shore delivery centres.• Building an industrialised process environment into service operations utilising Lean Sigma deployment techniques as an engine to transform the operating model for the F&A BPO business. Specifically addressing the use of metrics generation and development of KPI’s to achieve sustainable outcomes and improved SLA performance.• Lead the APAC delivery centre turn around programme, increasing efficiency of resource utilisation and improving the effectiveness of the delivery model across F&A deals in the APAC delivery centres • Created and deployed an operation maturity programme providing training and development of delivery excellence fundamentals for team leads across EMEA and Asia Pac regions. • Developed operational industrialisation strategy collaboratively with client deals in order to organise resource more effectively around value streams. Improving & managing stakeholder expectations of service provision.• Building and coaching team of business improvement leaders as direct reports across 6 service centres in Europe • Created and implemented an operational due diligence (ODD) structure to support the project identification and execution cycle. This ODD process is now the central method for planning and building business improvement strategies across the BPO business.

• Functionally Reporting to the Head of Airbus Production System. Operationally Reporting to the Senior Vice President A380 Wing Centre of Excellence • Line Manager Responsibilities for 4 Lean Consultants, in the development and deployment of the Airbus production system A380 5/10 year strategy. Produce the strategic strategy to enable a Unit Cost of Production of £115m. Work across all functional areas to ensure the readiness for Rate increase and mitigation of capital expenditure. Lean Deployment into HR, Procurement (back office) and supply chain• Airbus Group (Power8) International Lean Assessor. Coaching and mentoring the senior management team in the improvement fundamentals. Actively involved in the deployment of the Senn Delaney Cultural awareness workshop across all functional areas • Through Lean improvements / Capacity Utilisation provide the Lean Strategy to mitigate the requirement for an addition jig / building extension to achieve rate increase. Cost avoidance of £132million. and enable the department to achieve a 35% rate increase

• Reporting to the Lean Enterprise Director• Responsible for 5 Lean Enterprise Technicians (Change Agents). Education of 650 employees on 5 Principles of Lean, 5c, 7 Wastes, Value Stream Mapping, Process Monitors, Kanbans Visual Management and Standardisation.• Responsible for the Implementation of Lean Enterprise across the Burnley plant. Lean Co-ordinator for implementation of lean principles across Hurel Hispano Sites• Facilitate Workshops in Value Stream Mapping, Waste Elimination. Lean Co-ordinator with Rolls Royce on end to end improvements

• Leading business change management across the factory 250 FTEs and ensuring adherence with the Milliken production system. Implementation of an activity based costing system to truly drive bottom line savings and focus. Line responsibility for 4 Admin staff. Trained and coached by the Japan Institute for Productive management.

• In charge of Factory design and setting up lean production area along the line of Flow principles across UK operations. Responsible for relocating business units into new locations and designing process to eliminate waste and improve productivity.