Finance lead for value creation across the Refinitiv Integration programme, driving the delivery of >£800m of cost and revenue synergies. • Built a new team across multiple locations to monitor project costs and synergies, hold project teams to their committed targets, and ensure delivery of benefits. • Developed programme reporting to provide forecasts and insights to Steerco and ExCo level. • Key member of the Integration Steering Group reviewing and challenging all project proposals and change requests. • Managed the external audit of synergy figures, and worked with Investor Relations to develop external messaging on Integration delivery, achievements and market guidance. • Worked with FP&A to ensure synergies are locked into business budgets and revenue targets.Extended my scope to become finance lead for the Transformation Management Office (TMO), providing delivery assurance across the Group’s organic investment programmes. • Developed a Benefit Realisation Framework to capture structured benefit plans, targets, forecasts and measurement for investment programmes. • Initiated Post Investment Reviews to capture and share learnings from strategic programmes. • Took over responsibility for reporting financials to the Group Transformation Forum. • Created linkage from project benefit plans to the Group planning cycle, enabling benefits to be embedded into business budgets and targets.

Finance lead for the Technology Integration programme in the integration of Refinitiv and LSEG. • Developed strategies to forecast and track £100m of integration-related benefits, with clear ownership and delivery assurance of each element. • Managed all integration-related business cases, budgets, updates and reforecasts of costs and benefits, and ensured sound governance, approvals and change control. • Drove alignment between the integration programmes and the operating budgets to lock benefits into the combined functional budget plan.

Kubu Group was established in South Africa in 2007, specialising in the production of macadamia nuts and macadamia nursery trees. We produce market-leading volumes of macadamia crop per ha, at more than double the industry average. Kubu Group also operates a macadamia tree nursery, producing trees for its own orchard expansion requirements and for commercial sale. Consistently high quality of production output is ensured by adhering to, and aiming to exceed, the latest best practice and industry-body standards in all aspects of each production process.

Financial accountability for all IT projects and operations to Shell’s manufacturing, trading and marketing businesses, with a $2bln p.a. operating budget. • Led the finance department, responsible for all financial planning & analysis, project accounting, forecasting, management reporting and charging. • Ensured sound business cases and investment decisions for technology projects, and led a programme to upskill the technology staff in developing high-quality proposals. • Enabled better business decisions on $1bln p.a. of cost whilst reducing tax risk, by redesigning recovery processes to provide enhanced cost transparency and control to Shell’s businesses. • Reviewed and challenged the contracting strategy for all professional and technical services contracts across the Royal Dutch Shell group, as a member of the tender board. • Launched value management practices across IT for Shell, shifting the staff mindset from a cost-centre mentality to shareholder value creation, demonstrating that IT was enabling value of >$3bln each year. • Reduced costs from $2.4bln to $1.5bln per annum over 4 years by partnering with the technology function and the operating businesses to eliminate waste, improve efficiency and refocus the investment programme. • Managed the offshoring of finance support (20 staff) from Glasgow to Shell’s main finance service centre in India, achieving better integration with other finance teams at lower cost.

Financial accountability for real estate infrastructure projects totalling over $500m per annum and a deal pipeline of over $1bln per annum. • Introduced effective financial governance and risk management for the full portfolio of >20 in-flight construction projects and transactions around the world, including campus construction projects, refurbishments and lease restructurings. • Transformed Finance from a reactive back-office function to a valued business partner by building a new team of project accountants providing advice, accounting and management reporting to projects. • Improved business decision making by developing and globally deploying new tools and processes to ensure consistently high quality in proposals, estimation, project management and accounting.

Financial accountability for a $2bln programme implementing the largest single SAP system in the world in terms of modules, processes and geographic scope. • Enabled effective project finance management and control over $20m per month by designing the project accounting, management information, planning and forecasting across 25 financial systems. • Represented Finance issues to the senior executive-level project steering team and authored the investment proposal that gained Board approval for expansion of the programme. • Led a global team of 20 staff and used this to establish a global centre for project accounting, consolidating activity into one location to achieve a step-change in standardisation and efficiency. • Extended the new project financial processes to the rest of IT’s 500+ projects, improving cost oversight and management control on a further $500m per annum.

Financial accountability for Shell Services, a start-up business unit providing maintenance management and lubrication services to industrial clients worldwide. • Designed, resourced and led the finance team for the new business and integrated it within Shell. • Led the due diligence and contract review for two corporate acquisitions of £1m each. • Provided the business performance management that steered decision-making and ultimately drove the decision to close the venture.

• Responsible for the governance and support of the Commercial (B2B) business’ $30m per annum of capital expenditure, investments and divestments across Europe. • Led two acquisitions and one divestment, undertook due diligence on a major joint venture transaction. • Created and managed common tools and processes for investment evaluation.