I lead the global (Europe, Middle East & Asia) procurement and supply chain function that supports the delivery of Deliveroo’s post IPO profit objectives. Third party spend accounts for a third of Deliveroo’s net revenue. Digital, operating model and process transformation: £4.5m investment secured to digitally transform end-to-end S2P, mature processes and adapt the business to operate in line with best practice. Global implementation of Coupa supported by KPMG. Source to contract completed on time and budget. P2P on track. Integration of enhanced supplier risk management and monitoring.Cost base transformation: Commissioned PWC rapid diagnostic of suppliers, contracts and cost base to identify key areas with greatest impact and opportunity. £2.5m further investment in resources (people and advisory) secured to execute against the identified £38m cost reduction opportunity over 2 years. Currently exceeding plan and on track to deliver £45m of P&L impacting savings, in 18 months, by end 2025. This equates to 50% of current EBITDA profit. Delivered a complete rebuild and expansion, in size and reach, of the Procurement and Supply Chain team. Pivoting from tactical requirements and contract fulfilment (needed to support high growth pre IPO) to a more strategic business partnering model that has elevated the function to trusted commercial advisors to key stakeholders. We now operate at high pace and agility, driving transformational change to our cost base through alignment of outcomes and approach with Exec SteerCo sponsorship and rigorous validation of delivery.

Designed, built and delivered the procurement function and capability for Amazon Fresh International

UK’s largest employee-owned company at £11bn t/o. JLP spends c.£1.5bn with GNFR suppliers. Procurement team of c.75 PartnersDelivering Transformational Change:- Conceived, architected, aligned Board, secured £9m investment and delivered a “Building Modern Procurement” programme. An integrated S2P process, digital & organisational business transformation designed to produce benchmarkable world class procurement- Led team of >80 across JLP, Deloitte & Coupa to deliver: # incremental £19m bottom savings for direct investment in JLP turnaround plan. # reduced functional overhead cost while introducing CoEs for contract & supplier management, digital systems & procurement development # systematic integrated 3rd party risk management and contract drafting & management # innovative user-led sourcing that empowers business users to self-serve # 60% reduction in supply base to create more effective control # education programme to raise commerciality and risk awareness of JLP senior managementPeople:- Early focus on refining structure, governance and process to drive efficiency- Advanced senior team through shared goals & objectives and PDPs to increase capability. - Development of Business Partnering that ensures plans and risks aligned and managed appropriately- Implementation of category and functional strategic and operating planning cyclesKey Results: - Transformation: AI analytics, source to contract & org change designed, built and delivered on time & budget during CoVID lockdown.- 4x increase in value contribution to £80m pa in 5 years. (50:50 CR & CM). Cost reduction delivered 30% of operating profit in ‘20/’21- Built Retail Supplier Qualification Scheme. New suppliers risk assessed across 10 key risk domains and over 2000 retrospectively assured (from 11 in-house qualifications in 2015). - P2P efficacy: KPIs Hackett benchmarked as achieving world class performance.

Various consulting roles developing breadth of knowledge across different sectors and applying experience to support organisations to deliver more value from their procurement and supply chains. Detailed below.

Delivered global KPI suite and performance management framework focussing the function on delivery of their 5-year plan. Advised further on:- codification of knowledge to enable capability growth- SPM & SRM programme design and governance.

Successfully led group transformation programme. Drove adoption of functional standards to implement baseline capability in 350 procurement staff across 16 business units. Coordinated group category strategies aligned to business needs through exec sponsorship and governance.

Contracted by Proxima to work with 2 key clients:(Universal Music) - reduced obsolescence by £1m and increased longevity of title production and revenue growth by leading complex cross-functional team and relationships to deliver supply chain changes for low selling titles creating cost effective global manufacture and distribution.(Cabinet Office) - Worked across multiple stakeholders with differing needs to deliver the organisational and service blueprint for the new Crown Commercial Service. Designed transition plan approach, detailed organisational design for contract management, supplier performance management and supplier relationship management. Wrote the service design for supplier performance management.

A company with multiple divisions that grew through acquisition. In 2006, procurement was largely decentralised across 400+ sites. Laterly formed a JV with LaFarge. First appointed to lead centralisation of Indirects and Energy. Progressed rapidly through leadership roles to be one of the youngest FTSE 250 CPOs. As CPO, reporting to the Board, accountable for a team of 61 and £1bn supplier spend (c.60% of turnover).Key responsibilities and activity• As CPO, defined procurement strategy, Ied S2P efficiency improvement and introduced data and analytics capability. Led procurement workstream and divestments for the Tarmac & LaFarge JV.• Secondment (2010) with Board to successfully project manage a new company wide KPI scorecard. Defined reporting structures, processes and policies to focus Board priorities. Facilitated Board scorecard performance reviews and action planning.• As Head of Directs, delivered new value through cross functional category strategy groups, business unit sponsorship and alignment to commercial priorities - much earlier engagement with commercial teams growing and protecting profit margins. • As Head of Indirects, built new Indirects team focussed initially on IT, professional services, consumables and energy & fuels. Built out strategic category planning and expanded delivery model across Anglo Industrial Minerals.• Delivered first ever power purchase agreement for green energy to support winning of a 2012 London Olympics infrastructure construction bid. • Led AngloAmerican approach to managing £1.2bn of hydrocarbon spendKey achievements/results• £16m savings across indirect portfolio in 18 months to prove value of new op model• £11m working capital improvement in 6 months supporting cashflow at start of recession• Designed hydrocarbon hedging programme that protected profit margin from ¬£18m price volatility. • Won CIPS award for Best Supplier Management• Delivered procurement function for new JV with LaFarge