Led key business projects, process improvements and change initiatives within a fast moving print manufacturing and logistics operation. Responsible for developing and implementing ISO 9001:2008 and QAKE approved Quality Management Systems. Working with all business areas to define and control quality procedures and drive a continuous improvement culture.-Lead the creation of a Procter & Gamble approved site (including buildings infrastructure, systems validation, processes & site training) to secure ~£9m business per annum.-Restructured logistics, warehouse and despatch functions within a multisite fast moving print company to save ~£400k per annum.-Project Managed UAT, training and process mapping work-streams to support the delivery of a business wide integrated enterprise resource planning (ERP) and warehouse management system.-Influenced and implemented 5S methodology and culture across 4 manufacturing sites.-Led a multi-site fast moving print logistics operation through peak trading; responsible for collate, pack and despatch activities and warehousing (>300 FTE).

Providing consultation, leadership, service improvement, change management and project management expertise to support the delivery of strategic priorities in relation to child and adolescent mental health services (CAMHS) across Yorkshire and Humber. Key deliverables include working with primary care trusts, local authorities, mental health trusts, the Strategic Health Authority and service users to support the analysis, design and implementation of coherent and robust improvements to patient waiting times, emergency access, age-appropriate accommodation and targeted mental health in schools.- Provided on-going project management expertise, training and support to 20 local authority project managers implementing the £60m Targeted Mental Health in Schools programme, and 10 NHS project managers impacting: Offender health; learning disabilities; eating disorders; staff engagement and outcomes measures.- Worked with Leeds Primary Care Trust to create an interactive resource and workflow management tool that enabled the effective management of 80 CAMHS pathways across 3 wedges.- Co-designed and delivered a leadership and service improvement training programme (with Masters Degree credits) for senior commissioners and healthcare professionals across Yorkshire & Humber.- Used strong facilitation and negotiation skills to support medical professionals from 4 separate provider organisations to agree a single clear and effective pathway for children in crisis.

Aligned to the Leadership team, this new role within the business was tasked with designing and implementing the business wide Lean Six Sigma strategy. Responsible for identifying and prioritising a programme of end-to-end process improvements that removed complexity and the opportunity for error; eliminated waste; created flow; maximised productivity; and improved process quality, targeted at the needs of the customer. Created a quality culture of continuous improvement through training, workshops, mentoring and coaching.- Project managed all Operations and dual running work-streams to achieve the timely integration of £360m of General Electric Corporate Payment Services business into American Express and ensured the compliant closing of £170m in non-consenting volume.- Reduced card application processing time from 7 days to 1 day which enabled an additional ~£2.1m customer spend & delivered a ~£100k per annum cost benefit.- Improved internal financial processes to enable the allocation of ~£2.3m in previously unallocated payments, benefiting the bad debt portfolio and enhancing Collections strategy.

Lead a department of 3 team leaders and 25 professional level trainers based in the UK, with dotted line responsibility for an additional 15 FTE based in India. Entrusted with designing and delivering training for ~2000 FTE across 22 functions and 6 sites in the UK and India. Budgetary responsibility of ~£800k.- Standardised and merged Operations & Sales Training departments to control processes, ensure compliance and deliver a ~£230k cost saving.- Delivered a sustainable coaching culture across customer facing functions that reduced call defect rate from >40% to <5% and improve customer satisfaction.

Provided accurate business activity and resource requirement forecasts using quality tools to deliver service at minimum cost. Conducted trend analysis to support the financial planning process. Lead a team of 10 Resource Specialists across sites in the UK and India.- Combined statistical and root cause analysis with existing trend analysis methodology to increase Customer Service forecasting accuracy 4 fold (year one cost saving of ~£250k).- Won the ‘GE Money Innovation Award’ for creating a dynamic forecasting and scheduling toolkit which accounted for the interdependent nature of inbound and outbound calling.