Helping to design a fit-for-future operating model for the UK's largest surplus food sourcing charity

Since 2001, I've helped companies of all sizes scale, delivering innovation and growth. Learn more about me and my portfolio of work at https://susanarndt.com/

Supporting the brilliant team at FFCC so they're confident the organisation is functioning well and can focus on what they do best. Budgeting, planning, cash-flow management, annual reporting and business process outsourcing, funding support, team coaching.

Continuing to lead our scaleable operating model, developing a robust and integrated internal services team, and driving customer effort down and kindness up. Doing everything I can to help our amazing creative & production teams deliver profitably.

Leading development of a scaleable operating model and the consequent implications for people, culture, technology and process for this groundbreaking immersive theatre company poised for growth.

Asked by the Chief Executive to help prepare the company to scale, including by designing and implementing "a delivery system that enhances rather than constrains the business" by maximising organisational productivity, and by ensuring successful delivery of the company's new digital platform.

Uniti: connecting the unconnected.Uniti is a for-profit social impact venture that puts essential services in the hands of people who are not yet digitally connected, using a "high-tech, high-touch" approach.

Origin is the UK implementation of a global approach to cross media measurement driven by the world’s biggest brands.  I joined to define the next phase of work, develop the plan, and help establish clear governance between the global and UK organisations.

Helped this ed-tech charity instil product delivery discipline and strategic clarity ahead of a period of high growth. Managed the software development team, introduced a product function and supported scrum implementation. Major focus on culture – putting a difficult period behind us and building a new environment of trust and collaboration.

I supported Three's CTO in re-setting the strategy for MBNL, Three's network joint venture with EE.

Responsible for building and delivering this video compression start-up’s strategic roadmap and ensuring the operating model was designed and evolved accordingly. Active coach to many star employees.

Invited back to TalkTalk to lead a major migrations and innovation programme for the mobile business

Restructured and relaunched a major programme, including agreeing the future vision for NCP customer & colleague experience and helping make a fundamental shift in NCP's internal change and communications capabilities.

Led the programme that designed, built and brought to market TalkTalk's capability to sell, provide, operate and support TV. Defined and integrated changes in networks, CRM systems, provisioning systems, digital television, online sales and self-help, product management, pricing, business processes, knowledge base, customer communications and frontline systems to support a fundamental change in the company’s business model from double- to triple-play.• Introduced staged testing, live validation, and large scale trials into TalkTalk common business practice, finding and resolving over 200 major defects that would normally have been found after launch.• Led Executives and their senior leads through a tight countdown to the smoothest launch in the company’s history.• Established a clear prioritisation process for post-launch change roadmap lauded by leaders across the business

As chairman, led this start-up retail salad business through five funding rounds, a leadership change and turnaround while mentoring the founder and his successor through the transition and difficult recovery.

Managed the daily global call agenda for the defense team working against BHP Billiton’s $149B hostile bid. Ran an extensive programme plan covering market events, global competition filings, complex analytics and strategy work.

Delivered ntl:Telewest’s highly visible corporate rebrand to Virgin Media, using new cross business communication channels and leadership engagement as key drivers of success.Restructured, integrated and revitalised legacy sales organisations in mobile, cable and ADSL businesses, removing channel duplication, increasing multi product sales through each channel and the capability of sales leadership and support teams.

Treasurer and coach to the founding President of this start-up global healthcare nonprofit, originally known as ICEHA. Supported her in building a small team in order to leverage her considerable networking skills to grow funding from $75,000 in 2003 to $1.2 million in 2006.

Interim role running the £50m core UK/EMEA hotel, retail and direct sales P&L (90% of global revenue) and leading global brand, research and product development. Tailored launch calendar to regional markets and unified global brand & product leadership by appointing a Creative Director.

Helped re-design Spirit's capital and commercial governance when it had 1000+ UK pubs and sales of £500m, and then led the post-merger integration of Spirit/Scottish & Newcastle field operations (2500+ units and sales of £1.7b). • Redesigned the launch process for corporate and commercial initiatives affecting the pubs, quantifying capacity, acceptance criteria, communications and delivery processes and improving focus and quality of execution.• Built an Operations Services function to support better implementation in the field, secondment to which became required for Ops leadership development.

Built a business plan for a new strategic investment for the company, secured pilot funding from the Group Executive, and hired the management team.

One of three partners in a B2B housewares startup. Raised £12m, built a recognized European brand, and delivered a technology solution for a business that didn't really meet a customer need. Led company voluntary wind-up.

Responsible for key projects integrating Seattle Coffee Company into Starbucks. • Converted 58 retail stores in 6 months, and used the learnings to redesign and streamline the new store acquisition development process, saving £30,000 per store and releasing time & resource for more openings

Set up and led new partnerships in South Africa, Southeast Asia, & the Gulf for this UK start-up founded by Seattle natives. Ran the company’s first export operations and developed an operating model for international markets. Business was acquired by Starbucks in 1998.

P&L responsibility for eight markets for this start-up on-line emerging markets publisher, including sales, technology and product. Managed a $2 million budget and a team of 50. Business was sold to Euromoney in 1999.

Led consultant teams on projects in the Russian confectionary, metallurgy, and privatisation industries, with extensive travel.

Managed a team delivering bespoke market and commercial research for U.S. clients on prospective investments in Russia and the former Soviet Union.