Suzanne Rae Email and Phone Number

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Led our Change Management Practice globally. Our Change methodology, toolkit and plug-and-play assets provided our clients with immediate accelerators. In addition to delivering change management and advisory services, we focussed heavily on meeting increasing client demand for change portfolio management and internal change capability development.Deutsche Bank (London, Birmingham): Change and Engagement Advisor, Group HRChina-Britain Business Council (London): Organisation Design and Change Advisor, Executive TeamReally Useful Group (London): Process Design and Behavioural Change AssessmentFounded in 1999, Sia Partners is an independent global management consulting firm with 20 offices in 15 countries.In the UK, Sia Partners work with the world’s best businesses to help them implement complex organisational change across different sectors including Banking, Energy, Insurance and Professional Services. Sia Partners’ core capabilities include:StrategyOperating ModelOrganisation DesignChange ManagementProgramme & Project ManagementPMO *On 1 September 2016, Sia Partners acquired Molten

Deutsche Bank (London, Birmingham): Communications Lead & Change Advisor, Group HRAmerican Bureau of Shipping (Houston): Developed toolkit for ABS’s largest transformation programme. Responsible for change approach and detailed impact assessments. QA role across OCM’s remit incl. training, networks, role mapping, change tracking.Reliance Industries Ltd (Mumbai): Developed ‘Delivering Business Change’ framework to ensure consistent and effective change delivery across all Functions. This approach included Change Portfolio Management processes, a best practice tool suite, governance and wider organisational change capability maturity plans.MOL Group (Budapest): Developed Internal Change Capability Workshop and roadmap with HR Function.Facilitated Group E&P Workshop to further embed leadership change capability and commitment to new Operating Model. Support of change and leadership initiatives at HSBC, BP, Prudential, Jaguar Land Rover, National Grid.*On 1 September 2016, Sia Partners acquired Molten

Created and led Tullow's internal Change Management Function. Responsible for managing Tullow’s corporate business change portfolio, establishing a common change framework and advising senior leadership teams of change capacity risks and opportunities. Led Change Management competency development workshops across all new corporate projects. Change Manager on key projects within portfolio including implementation of a new Regional Business Manager model, Integrated Management System, corporate social networking tool, Tullow’s cost management framework, HR systems implementation covering reward, learning, performance management and various other IT and HR policy implementations.Change Implementation Manager, responsible for change implementation assurance and business interface on Tullow’s largest ($100m+) business transformation programme, enabled by SAP, supported by the Executive Committee to improve the performance of Finance and Supply Chain processes. Member of Tullow’s Programme Management Team and Steering Committee responsible for change, communications, organisational development and HR.Coached stakeholders at functional and business unit leadership team levels on stakeholder engagement, alignment and commitment often tied to strategic organisational health checks and leadership development initiatives. Facilitation of process, organisation and behavioural change impact workshops and responsible for the development of change intervention plans and performance measurement tools. Responsible for introduction of sustaining mechanisms including new organisation design, competency development, value realisation initiatives, benefits tracking and continuous improvement structures.As member of HR senior management team, led content development on People pages of Annual Report, contributed towards Tullow’s employee engagement survey analytics and output reporting and completed quarterly organisation dynamics reporting for the Executive Committee.

Tullow: Change and Comms Lead for global Maximo implementation, working at all levels to deliver necessary process improvements whilst developing internal change leadership competency.Tata Steel (Corus): Solution Fit Lead for largest business in £100m+ transformation programme. Responsible for system integration (Plant Maintenance, Inventory Management, Procurement, Finance & HR), business readiness and coordination of test, train and change network development activities. Common Implementation Team Lead assuring deployment standards and fit for purpose solution across 24 businesses. BP Refining and BP Upstream: Build, Test & Fix Team Lead for P2P, Asset Management and MRO Inventory for SAP (and later, Maximo) deployment. Interim ‘Rescue’ Training Development Lead. Developed approach document, high level plan and strategy for “Delta” releases of functionality leading to role as Cutover Manager. Integration Lead, assisting client teams to quickly resolve integration issues and proactively identify and mitigate risks. Energy Industry Portal: Design of global consulting Energy industry portal for knowledge exchange, thought leadership, event management and industry news feeds. Responsible for marketing, user adoption and development.Total Downstream: SAP Coach and Training Lead in the UK for Finance, Service Station Maintenance and Purchasing processes. Coaching Team QA role across all functions. Supported deployment re-planning and associated resource scheduling. Led development of the Business Simulation phase.BP Angola: SAP Fixed Assets Lead for detailed design, build, test, data conversion, user acceptance, training material development and delivery, issue resolution. Additional responsibility for IntCo AR, AP, Expenses and Tax reporting procedures.Internal roles supporting graduate programmes including Faculty Lead, Resources People Developer Award, SAP Graduate Development Manager and People Advocate on various projects.

Implemented vendor self-billing to high invoice volume Refining and Marketing suppliers including business case development, stakeholder engagement, issue management, benefits tracking and continuous improvement. Part of team responsible for introducing an e-invoicing system, supporting the movement of back office teams to nearshore location. Developed benefits case for further integration of suppliers into the process. Led engagement with top tier suppliers to transfer process steps from ExxonMobil to supplier. Responsible for implementation of the technology, process, organisation and behavioural changes required to drive value from the supply chain.Designed simplified processes and control reports across payables, procurement and warehouse operations, working with the business and SAP Development team to improve and simplify transactions. Trained end users across Esso Petroleum Refining, Retail, Aviation, Lubricants and third parties across ExxonMobil’s UK businesses on the new ways of working and system steps. The UK process, targets and documentation were considered best practice within ExxonMobil. As a result, I was asked to support change readiness for an SAP R2 to R3 upgrade project in the Chemicals business.