Global Capability Leader; designed, developed and implemented a Performance Mgt. culture, system and process to all 3 business segments at a Global, Regional and Local level, enabling real time visibility of supply chain performance and insight driven decision making.Created the Performance Management strategy roadmap to establish the building blocks of a performance management culture and required maturity levels.Global Process Owner for performance mgt. Introduced standards, selected solutions and platforms and lead the design of a corporate balanced scorecard. Established communities of practice, user guides, deployment plans and audits.The infrastructure that I designed and built was the first time that a global view had been created with a variety of different business metrics.

A key role in the Immersive Intelligent Manufacturing Innovation Centre as the Supply Chain SME.A pivotal role that took the latest technologies, solutions and service providers and assessed their use, application and impact on the use cases that were identified through the supply chains. Understanding and translating the Digital Products and communicating how and why these would make a step change to the business and then building plans to scale were key deliverables achieved. Developed and implemented a Global Product Control Tower, knitting together disparate supply chain data, metrics and systems to create a global supply view of internal and external operations. • Product Owner – Built the first E2E proof of concept control tower using live data.• Author of Control Tower White paper and Strategy document for Control Tower approach• Project lead for Manufacturing Golden Batch Development (AI) - Leading AI &ML projects to produce algorithms that determine the perfect batch and optimal machine settings.• Supplier Deep Integration Pilot enabling collaborative planning

Led the Supply Chain Programme for the Dermatology Therapy Area. A role that involved day to day supply chain issue management, planning and diagnostics as well as developing strategies that support the regions and their commercial performance. This was a leadership role interfacing with Commercial Heads, Manufacturing Strategy Directors and Global Supply Chain Vice Presidents through S&OP and Supply Chain Issue & Escalation processes.• Created, analyzed and executed a Global Allocation Plan & supply plan in response to a Global recall (£80m Cream, Ointment and Nasal business).• Built a connected Global Planning framework and governance for key materials and suppliers with significant strategic importance and complexity.• Global Supply Chain Planning; intervention at Barnard Castle site, reduced Out of Stocks by 90% over 12 month period. Took the lead in on and off site communication and issue resolution.

New Product Introduction Leader. Implant from the core team into the site leadership team to design and develop the NPI process and establish a capability for future product launch and change activity. Major brand refresh, portfolio control & rationalization SKU harmonization were key successes in this role. Removed obsolete products and packing and discontinued commercial brands with declining demand.• Designed and developed the Site NPI process and implemented related SOPs.• Formed, recruited and developed an NPI team of 6, including an NPI Lead.• Lead the implementation of 300+ New Product introductions, line extensions and projects.• Implemented tracking and performance reporting

Engagement Manager to deploy an Artwork Management Solution to the Consumer Healthcare and Nutritionals Business.

Consultant Supply Chain Expert leading value stream review of strategic products. A CFO sponsored initiative to improve the Working Capital for GSK, cash generation and contributing to diversifying the business, whilst simplifying the operating model. This programme delivered £1.3b in cash generation for GSK in 2010.• Lead market assessment of supply chain process in the Middle East. Review generated a proposed saving of £700k.• Leading an End to End supply chain review of a product. ½ Billion in sales revenue, with a working capital of approx £75m • Performed Strategic review of Raw material sourcing for the Nutritionals business. £15m value with a reduction proposal of £2.7m• Centre of Excellence: Writing, developing and implementing a standard process for site planning and inventory management. Pilot complete at the largest site in the network on the number one product for GSK. Associated WCap proposed benefit of £7.5m

Consultant Change Manager working with corporate finance on a CFO sponsored change project. Reporting to the SVP Finance, this role delivers process change to the volume and value planning processes used by the global markets. Simplify planning is one of GSK's strategic projects to simplify the GSK operating model and the financial reporting systems.Audit processes in global markets through questionnaires and teleconferences.Engage senior stakeholders in the new process requirements. Perform gap analysis and create market action plans.

Regional supply leader for the Oral Contraceptive (390 SKUs - £200m), Haemophilia (120 SKUs - £300m) and Hormone Therapy (60 SKUs - £160m) portfolios. Responsible for managing the supply and demand relationships throughout the region, resolving issues and risks and improving supply chain practice to enable maximum product availability.Collaborated with affiliates in EMEA on demand planning practice, using SAP BW and SAP APO, to improve forecast performance and maintain market inventories at target levels. Developed supply plans with global manufacturing plants, focusing on schedule attainment and productivity to provide appropriate supply plans to meet the regional demand. Improved schedule attainment from 30% to 95%. Developed a 'packaging committee' to bring together all stakeholders, globally, to agree and sign off artwork and packaging decisions. This enabled faster and more effective decision making aligning the supply, regulatory and brand teams. Represented the EMEA region in the development of a global strategy for the oral contraceptive portfolio. Provided product and country analysis in terms of volumes, margins and profitability to establish a framework on which the strategy was based. This allowed Wyeth to reduce cost and retain an oral contraceptive portfolio with margins in excess of 70%.Improved product availability across all products through process improvement and supply chain development. Conducted significant parameter change in APO to allow more robust planning within the 3 month planning horizon. Product Availability: Oral Contraceptives from 44 % to 100%, Haemophilia from 80% to 100% and Hormone Therapy from 65% to 100%.Core member of the Recovery Steering Team, providing supply chain direction to the Irish manufacturing plant.

A business consultant in the supply chain space, working in the Entertainment, Pharmaceutical and Oil & Gas sectors. Clients include Shell International and Universal Music Group. Lead the work on the proposal for Product Lifecycle Management to be implemented into the Pharmaceutical industry.Successfully completed order and sales data (120,000 lines) analysis for Universal Music, to understand the potential savings/ costs of direct deliveries.Developed the functional requirements for the tool that would translate data from APO to local systems. This formed part of the overall business requirements for the implementation of APO for Shell lubricants.

Head OfficeProject Manager for the implementation of a Product Lifecycle and Content Management solution for Pharmaceutical packaging. The solution was rolled out to all global supply sites for GlaxoSmithKline.Lead international cross-functional teams of up to 20 people. Setup project plans and managed remotely.Co-developed the implementation material and approach. This included the schedule and overall project plan for 22 sites.Mapped business process in the manufacturing plants and worked closely with the plant management to close the gaps between the old ways of working and the new.Managed change effectively to ensure that the impacts to the plants were understood and worked through issues and concerns with the site management. Conducted role mapping and competency assessments and provided training where necessary in preparation for the new system, Agile.Successfully completed implementation in India, China, South Africa, Germany, France and the biological business in Belgium.

Completed the GMS graduate scheme

Commercial and general procurement in PR and Marketing