As a global IT Transformation Director, I lead strategic planning and change initiatives across PMO, program management, and digital strategy functions. My experience includes large-scale SAP/ CRM implementations, operational enhancements, and designing governance frameworks for optimal resource utilization, risk assessment, and performance management.I bring extensive expertise in setting up PMO structures, managing internal and outsourced teams, and leading cross-functional project portfolios. Skilled in Agile and SAFe methodologies, I ensure transparency, effective communication, and stakeholder alignment to drive transformations that meet C-suite strategic objectives and deliver sustainable results.

Advise leadership teams on growth strategies, organizational design, and technology enhancements to drive operational efficiency and business transformation.Key Achievements:• Managed over 225 projects for SMEs in the UK and US, achieving notable cost reductions and productivity improvements. This included strategy development, financial analysis, and technology evaluations across various industries. Established IT governance frameworks and KPI tracking for projects to align with business objectives and provide clear progress updates to stakeholders.• Founded and scaled a management consultancy specializing in business operations management, digital transformation, and technology integration.• Achieved average annual sales growth of 139%, with profit margins exceeding 21% through operational efficiency and streamlined business processes.• Developed an integrated e-commerce platform with Salesforce CRM, reducing accounts receivable timelines from 30 to 3 days, while expanding the company’s global operational reach.• Implemented IT-driven marketing strategies that boosted brand awareness and customer engagement by 20%, directly impacting operational outcomes.• Extensive consulting experience across diverse industries, including professional services, SaaS technology, healthcare, retail, FMCG, hospitality, e-commerce, and manufacturing.

Led global IT strategy and operations for supply chain and manufacturing, collaborating closely with executive leaders to align business strategies with cutting-edge technology trends and data-driven insights.Key Achievements:• Oversaw an annual IT budget of £11m, managing ten direct reports and supervising 20+ systems applications, including SAP ERP and workplace solutions, supported by offshore vendors.• Led a UK Supply Chain IT transformation program as part of a £300m business investment, introducing manufacturing automation, advanced logistics, 3PL management, procurement, inventory management, and robotics. The transformation was underpinned by a £17m IT investment over three years, implementing SAP ERP, WMS, and TMS to streamline operations across multiple sites.• Partnered with senior executives to develop an IT roadmap and build a SAP EWM business case, driving significant productivity and process improvements.

Directed IT strategy and operations for Kellogg’s EMEA division, managing high-impact programs that aligned global business strategy with advanced IT solutions, digital transformation, and data analytics to enhance manufacturing and supply chain performance.Key Achievements:• Accountable for a $30M IT budget, managing six direct reports and over 200 third-party resources to design, deliver, and deploy global IT solutions using ITIL and SDLC methodologies and ensuring IT compliance with SOX 404 controls.• Managed vendor relationships for global IT solution providers, including SAP project delivery, business application support, and workplace solutions management, overseeing multiple third-party IT resources to ensure quality and timeliness in all technology initiatives.• Led a four-year transformation program to establish a Global Business Services (GBS) model, consolidating departments like IT, HR, finance, and supply chain into a centralized shared service center (SSC) across 21 countries. This $30M initiative leveraged SAP ERP, IBP, and APO systems, yielding over $89M in savings and a 7% reduction in headcount through strategic outsourcing and technology integration.• Led a $10M SAP PLM/SAP PPM transformation using the SAP Activate Methodology to advance global product lifecycle management and change portfolio roadmaps, enhancing efficiency and agility in manufacturing.• Directed the EMEA IT transformation program, introducing smart factory systems, GMP standards, and logistics optimization through third-party manufacturing consolidation, supported by WMS and TMS infrastructure enhancements. This initiative generated $30M in operational benefits.• Supported the development of the SAP ERP to SAP S/4 Hana transition roadmap with a technical proof of concept (POC) for future scalability.• Leveraged data optimization and technology trends to support leadership decisions, driving digital transformation and continuous improvement across EMEA operations.

Directed IT strategy, operations, and solution management post-acquisition at MDLZ, establishing c-suite partnerships across the supply chain, procurement, finance, sales, and HR. Accountable for a $10M budget, ten direct reports, and vendor oversight for SAP, workplace solutions, IT compliance, and over 30 systems applications.Key Achievements:• SAP APO/S&OP Stabilization: Led a comprehensive stabilization initiative to streamline integrated business planning processes, enhance BI reporting and data analytics, and improve seasonal forecast accuracy, yielding significant resource and infrastructure cost benefits.• Risk Mitigation for SAP ECC Trade Terms: Managed the integration of Kraft-Cadbury trade terms across sales, order capture, accounts, and financial BW reporting to eliminate a $22M risk exposure.• Procurement Transformation: Oversaw SAP Ariba and procurement AP upgrades, including change management, employee engagement, and training strategies, to drive a seamless transition across procurement operations.• Finance Transformation: Led the UK&I rollout of SAP FICO finance transformation, standardizing financial operations with the Gregorian calendar, resulting in reduced month-end cycles and headcount optimization.• HR Transformation & Payroll Outsourcing: Directed an HR transformation program, including SAP HR transition, data migration, cutover planning, and payroll outsourcing for 6,000 colleagues. Delivered a new benefits and rewards strategy with no impact on payroll, ensuring SOX 404 compliance for IT controls and HR processes, and managed HRIS SaaS providers to maintain operational integrity.

Directed strategic Enterprise PMO (EPMO) initiatives, program management operations, and business transformation activities as part of the M&A integration between Cadbury Plc. and Kraft Foods. Responsible for driving people synergies, optimizing processes, R&D, PLM, and master data alignment, and ensuring system integration post-merger.Key Achievements:• Led a £120M global R&D-led PLM chocolate innovation program, establishing a robust PMO structure to oversee five project managers and implementing standardized processes and procedures to effectively manage large-scale NPD initiatives focused on high-priority brands.• Delivered five successful chocolate NPD projects, achieving an additional £22M in revenue. These initiatives involved product combinations, sourcing synergies, and cross-company collaborations across marketing, procurement, R&D, PLM, manufacturing, supply chain, and external partners, creating cost savings and operational efficiencies.• Managed post-acquisition PLM data alignment, successfully integrating 220 Cadbury commercial projects into Kraft Foods’ SAP ERP and PPM tools without data loss or financial impact, enabling a seamless transition of project management activities into a unified system.

Led the strategic change portfolio for Cadbury, overseeing program management across diverse functions, including R&D, PLM, master data governance, marketing, procurement, regulatory affairs, commercial finance, manufacturing, and supply chain. Directed high-impact business transformation programs that delivered significant revenue growth, process efficiency, and enhanced productivity.Key Achievements:• Increased revenues by £144M through a revamped PLM seasonal range, managing over 250 SKUs. This initiative focused on product innovation, packaging optimization, and brand redesign, maximizing product appeal while reducing costs.• Designed and implemented a skills capability matrix across a 25-member PMO team to align personal development with career progression goals, creating a structured talent development framework.• Standardized project management processes by creating a comprehensive user guide and establishing uniform methodologies and workflows to enhance team productivity.• Served as a super user for Sopheon Accolade project management software, responsible for end-user training, portfolio governance, and user profile management, supporting a consistent and governed approach to innovation management.• Led a global program to optimize SAP PLM data management across marketing, procurement, R&D, and commercial functions, improving SKU lifecycle data and PMO resource allocation. This transformation enabled more efficient resource planning, data integrity, and ROI.

Directed IT project planning, PMO setup, and delivery of a full-lifecycle SAP QM implementation to standardize supplier engagement, procurement, and external manufacturer systems. This transformation established Good Manufacturing Practices (GMP), integrated Quality and Food Safety (Q&FS) protocols, and automated inventory and stock control processes for chocolate production across multiple sites.Key Achievements:• Developed comprehensive project portfolio tracks and established project management protocols, leading a team of six to drive SAP QM integration across 12 factories and supplier sites. This included business analysis, process mapping, change management, and training, ensuring seamless transition without disruption to stock production.• Engaged with cross-functional stakeholders to facilitate process design workshops, IT development, and data quality assurance, implementing robust master data governance and automated laboratory release protocols for inventory management.• Established a strong governance model for supplier engagement and IT compliance, creating standardized GMP protocols and Q&FS IT integration to maintain high-quality standards and efficient warehouse automation.

Led and established a centralized team of six to drive supply chain optimization and develop robust inventory management and audit compliance processes across European distribution centers and 3PL suppliers. Overseeing a stock value of over £180M and a P&L budget of £10M, collaborated closely with procurement, IT, and finance teams to implement Sarbanes-Oxley (SOX) TDRA reporting that aligned with board-level internal controls and audit requirements, with a focus on quality assurance, risk management, and supplier benchmarks.Key Achievements:• Managed a product recall for Cadbury in 2006, overseeing stock management and customer claims. Improved cash flow by reorganizing stock reconciliation with external insurers to meet year-end timelines.• Restructured the supply chain by consolidating 12 distribution centers down to four, achieving substantial cost savings while enhancing inventory control, contract negotiation, and supplier performance management.• Achieved 100% compliance with external auditors by implementing new SOX 404 internal controls, risk assessments, and process improvements across IT, finance, procurement, and WMS operations. This also strengthened the control framework for third-party logistics providers.• Led E2E SAP ERP and WMS implementation across 12 distribution centers. Oversaw process design, data migration, master data setup, and user training for over 2,000 staff, ensuring successful system cutover with minimized disruption to supply chain operations.

Oversaw end-to-end business management operations and led a team of 12 to drive financial management, people management, IT oversight, SAP ERP systems, master data, customer service, and administration for a high-performing distribution site. This role included managing OKRs/KPI reporting dashboards, business performance analysis, and ensuring adherence to HR policies, payroll, and procurement protocols. Controlled a £11M budget, directing aspects from accounts payable and receivable to vendor management, transport planning, logistics scheduling, and order management.Key Achievements:• Recovered $350K in stock losses in 2003 by implementing enhanced inventory management processes, optimizing stock accuracy, and improving traceability across operations.• Reduced temporary labor costs by 15% in 2004 through organizational restructuring, implementing tailored job descriptions, and launching a targeted skills training program, which enhanced personnel capabilities and optimized labor utilization across departments.

Led a team of five to oversee daily operations, streamline processes, and enhance customer service, procurement, load planning, and transport scheduling across UK distribution sites. Managed data analytics, KPI reporting, seasonal order coordination, and internal controls auditing to ensure ISO compliance.Key Achievements:• Improved order fulfilment to 99.7% and exceeded service level targets by 4% by implementing centralized service reporting and OKRs. Leveraged SAP BW/EIS data to establish a unified data portal, achieving new company benchmarks and surpassing the company’s 98.5% objective.

As an independent consultant, provided short-term, project-focused support in operations management, process improvement, and customer analysis for clients in financial services and local council sectors. Delivered actionable insights and optimizations tailored to client needs in diverse operational settings, contributing to efficient workflows and enhanced customer engagement.

Completed a fast-track leadership program at Arla Foods, advancing through roles in finance, customer service, and supply chain management. Initially responsible for accounts receivables, then promoted to manage key grocer accounts, before moving into a senior operations management role at the London depot. Led warehouse and transport operations, managed resource planning, and implemented new SAP and T&A systems to optimize operations and inventory management. Acquired CPC license and developed training schedules to support staff development and improve operational performance.