Delivered a major change programme for this global leader in autonomous vehicle software and services, comprising multiple organisational and process development/optimisation initiatives: • Developed, agreed with senior Oxa stakeholders, and successfully launched the Customer Lifecycle Framework, Oxa's first end to end process to facilitate collaboration between the Sales, Solutions and Operations teams and ensure rigorous scrutiny and assessment of all customer engagements and resulting product and service development roadmaps to mitigate risk and agree prioritisation and resource allocation; • Collaborated with the Customer Success Director to develop and define the first Oxa Customer Journey, as part of a wider transition to a new CRM tool (salesforce.com); • Developed and implemented customer-centric and data-driven account management processes aligned to salesorce.com and the new Customer Journey, that reduced by 20% the time taken to progress from initial customer engagement to finalisation of service/solution design and contract signature, including consistent and repeatable approaches to: ◦ interfacing with customers to understand their requirements and present Oxa product and solution capabilities; ◦ developing implementation plans and timelines, resource requirements and profiles, and associated costs, for the development of capabilities into products/services and the delivery of customer solutions.

Despite the operational constraints of the global COVID-19 pandemic, delivered a a portfolio of projects for this leading defence and security technology company: • Managed the deployment and migration to a new IT Service Management (ITSM) tool to support existing and future customers with enhanced features and functionality; • Developed and launched the first QinetiQ Service Design & Transition Framework, a best practice methodology to introduce greater control and visibility, drive consistency and predictability, and to deliver insights to identify opportunities to improve the quality of service design, delivery and operation; • Developed the Service Operations strategy and organisation; • Led the Service Operations team input to a number of major projects and proposals to key QinetiQ customers including UK MOD; • Developed and launched a portfolio of market-leading services from a suite of best-in-class cyber security capabilities, including customer engagement and support models, SLAs, KPIs and all associated processes.

Managed a portfolio of projects for this provider of innovative connected car software and solutions: • Successfully led the programme to integrate SpringWorks AB following its acquisition by Tantalum in December 2018; • Led the successful negotiation for implementation of complex Connected Car solutions into a major car manufacturer in Australia and Europe; • Created the “Implementation Toolkit”, a documentation set for use in pre-sales and contract negotiations to demonstrate delivery capability and experience, and to generate detailed implementation plans, timescales and costs.

- Delivered a portfolio of complex mobile infrastructure projects to migrate customer IoT solutions to next-generation IoT platforms and infrastructure to introduce automatic disaster recovery capability and reduce outage time for network upgrades from 3 hours to 45 minutes. - Successfully delivered a project to implement the emergency upgrade of 225 IoT customers to enhanced digital security certificates on time and to budget. - Managed a programme to deliver improved operational performance across the IoT functions, including reducing the time taken to onboard new customers onto the IoT platform from an average of 60 days to 20 days. - Negotiated and agreed SLAs for the onboarding of new customers onto the IoT platform with suppliers to embed improved times. - Led a team of 3 to integrate Vodafone Automotive (formerly Cobra Telematics) into Vodafone IoT, including organisational and process optimisation, training, and tools and systems alignment. - Developed scaleable and repeatable processes for Vodafone Automotive market expansion and to enable the use of Vodafone IoT assets and capabilities to launch Vodafone Automotive services in priority markets.

- Provided expert programme and project input to the largest and most complex proposals, bids and RFP responses: - initial customer engagement to define and capture requirements; - workshops to develop and understand customer business drivers; - production of proposition-specific material such as methodology descriptions, evidence of capability and experience, implementation plans and timelines, resource requirements and costs; - formal customer presentations. - Provided detailed implementation plans, timescales and resource costs for fixed-line and mobile telecoms solutions for customers such as telecomms providers (eg MNOs), banks, insurance companies, major retailers, large enterprises and public sector bodies.

- Led the Managed Service Capability workstream to develop the service and operations model for the National Grid's new Operational Telecommunications network (OpTel). - Created and delivered all processes and procedures, training and testing for the 4 teams (20 colleagues) managing the new network. - Developed and delivered a test plan to prove operational readiness of the network management teams, their processes, procedures, tools and systems, on time and to plan

- Consolidated the technical resources from the account teams that made up the C&W Dedicated Services function into a single Technical Solutions team. - Led this team of 50 colleagues and managed their separation into pre- and post-sales functions (20 pre-sales, 30 post-sales). - Created and executed the off-shoring plan to move customer technical support from UK to India.

- Developed, agreed and executed the plan to transform the Service Delivery function to a multi-level “tiered” model. - Wrote and published the C&W “Service Bible”, the guide to the C&W Way of Service Management.

- Managed the day-day operations of the Professional Services team on behalf of the Director of PS & Security- Delivered resource management, performance improvement and business process improvement in Professional Services

- Accountable for the provision of dedicated and shared service management support to Enterprise customers

- Accountable for the provision of dedicated and shared service management support to ex-Energis customers

- Led a team of 21 Service Managers, Programme Managers, Proposal Managers and a variety of technical experts- Provided end-to-end service delivery, management and support to Energis’s ISP customers (incl Freeserve and AOL)

- Led a team of 4 Service Managers- Accountable for all aspects of the service relationship between Energis and Freeserve, the UK's largest ISP and Energis' most prestigious and valuable customer

- Provided the full range of service management support to Freeserve, then the UK's largest ISP and Energis' largest and most prestigious customer