I lead on our recruitment and DL Sourcing and Budgets as well as associated Learning & Development to increase capacity and skills availability in line with wider business strategy. I design long-term resourcing strategies for FND, ensuring agility in the effective utilisation of all Field and Desk resources. I am accountable for the delivery of the Attendance Management Unit within FND, resourcing dynamics, contractor planning, workstack inventory control and CPAs/CMAs. I am responsible for both our Fleet and Tools strategies as well as the delivery against these plans.

In this role, I was accountable for the internal business management of the national Fibre Build programme. I worked directly with the Managing Director of Fibre & Network Delivery and Directors of the Fibre Build organisation to ensure they had governance plans on Scorecard, safety, financial performance and efficiencies. I owned the Fibre Build inputs to the FND Scorecard and developed internal KPIs to ensure that each Directorate were driving towards the same business priorities.

Leading a team of Managers, I was accountable for all resource dynamics management for the Network Delivery function in Openreach, across an engineering workforce of 9,000 Direct Labour and 3,000 contractors through the creation of Regional and Patch level production plans. I was also accountable for our Attendance Management Unit (AMU), managing the tactical resource changes across our DL teams and owning processes for Overtime, Flex, Supplier allocation, COT.

I am accountable for the effective leadership of Business Planning processes at a regional level, including leading engagement at the quarterly business plan design stage, ensuring delivery of regional resourcing plans are aligned to business plan and scorecard commitments and providing support and challenge to the central functions to ensure plans are delivered and aligned to operational reality in the region. I liaise regularly with the Regional Director for the North to ensure his team are set up for success and can deliver regional scorecard performance. I lead a group of managers whose teams are directly responsible for the creation of weekly production and resource plans.

In this newly created role, I recruited and led a team of Managers responsible for ensuring the Fibre & Network Delivery business unit consistently met its business plan commitments. As this was a new team I had to create governance framework, prioritisation strategies and early warning dashboards while ensuring business risks were mitigated and action plans put in place where required. I also owned the FND Scorecard, creating and reporting on metrics for all programmes pan-FND which were then reported at an MD level on a monthly basis. My time in this role came to an end as a result of an urgent vacancy which required cover in my local area.

In my role as Operational Grip Manager, I was responsible for driving efficiency and compliance across the ID Planning organisation. I drovethe delivery of Task Times and highlighted inefficiencies to the business while ensuring the appropriate actions werein place to recover. In addition, I made recommendations for process changes and supported the delivery of these. I was also responsible for Openreach's compliance with Sarbanes Oxley regulations.From January 2018, I Acted as Senior Operational Grip Manager, leading a team of managers responsible for improving performance within the Planning organisation whilebeing responsible for the creation of Task Times for budget purposes, feeding performance updates at a CEO/Director level and liaising with third parties to help drive compliance within ID Planning.This role came to an end owing to an internal re-organisation,

Between September 2015 and October 2016, I worked as a Project Manager in the Infrastructure Delivery Change Team. In this role I managed the deployment of large scale changes across the organisation including the development and implementation of new iPhone apps for our engineers in the field and workflow systems for our desk based population. I also acted as a Benefits Analyst within the Change Team, both scoping and tracking the financial benefits of a number of change projects.

I was Operations Manager in the central Glasgow flagship Boots store while completing the Boots Management Capability Programme. I led an Operations team of 40 colleagues responsible for the DTS process within store, executing Sales Plan activity and setting weekly commercial awareness target setting documentation within store.