Full financial restructuring and end to end digital / data transformation to rescue distressed business and turn it into an efficient and profitable company.

Lead teams of legal, finance, and procurement professionals to deliver end to end global contracting and legal transformation at a leading pharmaceutical firm.

• Deployment of standardised tooling across the Americas and Europe
• Delivered 300% on the business case - capturing contracts worth £300m+
• Contract / Legal automation - modularising contracts to allow auto-generation, standardisation, and clause level data insights.
• Process simplification - removal of ad-hoc and non-value add processes, global standardisation of approach, and automation of key process steps
• Fixing multiple root cause issues with processes and data to resolve major blockers to current and future success.

Project manager and senior consultant working with the Chief Procurement Officer and his leadership team to ensure the business is ready for existing and future regulation relating to third parties, as well as 

• Restructured data visualisation project to realise c. 200k cost saving.
• Re-established offshore support model to be (significantly) more effective whilst reducing headcount and creating OPEX cost savings.
• Identified and closed gaps against 3rd party regulatory framework. Designed reports and extensively cleansed and joined key data sources to ensure effective reporting and regulatory compliance.
• solving multiple longer term issues across the wider procurement function relating to data, reporting, processes and systems.
• Delivered key artefacts, tools, and processes to ensure business fit for purpose in BAU. Included extensive technical documentation, process libraries, standard operating procedures, comms materials implementation plans, and much more.
• Collaborated across multiple countries with all risk silos of the group to remediate extensive and ambiguous prior work carried out by big consultancy firm.
• Rapidly learnt ERP system (<1 month) and resolved countless longstanding infrastructure and configuration issues - allowing the business to start to benefit from automation.

Leading multiple initiatives within the Audit Transformation Programme. Working with Executive Stakeholders, reporting to the COO & Transformation Director.

• Initiated and delivered multiple projects to support business transformation including resource management, audit planning, audit delivery, Office 365, offshore outsourcing, data visualisation, and process re-engineering initiatives.
• Setup the ‘Change Hub’ – a 10 strong team embedded within the function to deliver strategic change. Trained members in best practice frameworks including agile and waterfall project methodologies and associated tools (MSP, Jira, Confluence).
• Delivered the offshore Target Operating Model in India to significantly increase the capability of the function at less cost. Involved small redundancy programme.
• Led a KPMG consultancy team through requirements elicitation across people, process, and systems. Delivered setup phase of the project and c. £2.5m business case. 
• Designed and delivered vendor selection and procurement initiative across 35 vendors using best practice procurement techniques.
• Delivered robust preventative controls across the technology landscape, including a fit-for-purpose route to live. This lead to application enhancement, defect fixes, and increased efficiencies through automation.

Based in Bangalore, India, accountable for operational effectiveness of Credit Operations and PPI lines of business offshore (c. 1000 employees  + £8m annual spend). Reported to country manager.

• Changed culture to deliver significant process improvements - leading to reduction in failure demand and cost saving through supplier FTE reduction. 
• Built strong relationships with the local leadership team to identify and mentor colleagues through remediation of multiple governance and communication challenges.
• Leveraged existing teams to completely overhaul the reporting framework, creating better, faster, and more accurate reports through automation and reducing error.
• Reviewed suppliers' risk and control framework, flagging ineffective controls to UK compliance officers, then working collaboratively to remediate.
• Delivered IT migration for supplier office move.
• Performed contractual reviews, presenting cost-saving opportunities to senior management.

Project manager on a market leading car finance proposition spanning business, IT, and operations.

• Accountable for delivery of proposition through senior stakeholder signoff and business readiness criteria.
• Developed project plan and governance, spearheading change across multiple disconnected silos to ensure a joined up 'silo agnostic' delivery approach.
• Deputised for the IT Programme Manager across the programme, including senior stakeholder management.
• Led project command and control, both pre-, during, and post-implementation to identify and quickly resolve issues.
• Established processes to enable multiple resources to work collaboratively and reduce risk of human error.

Based in Hong Kong to repatriate the Asian Mortgage Business (book value £1.9 billion) across Hong Kong, Malaysia, and Singapore, reporting to the COO.

• Drove development of the business case c. £20m.
• Planned and delivered communications (internal and external) for redundancy programme of c. 150 colleagues.
• Delivered successful repatriation of our IT services, data, and business process to the UK by working collaboratively across multiple local and UK teams.
• Cut through ambiguity of at least five financial regulators.
• Protected timelines using influencing skills to win over conflicted colleagues.

Based in Montevideo, Uruguay, with a dual reporting line into Country Manager and International Head of IT.

• Leading the IT workstream for the £7m divestment of Lloyds TSB. Project cost £2.5m and transfer of 120 employees.
• Developed integrated implementation and transition plan with both global and local teams, as well as the local purchasing entity.
• Successfully planned and executed implementation / cutover.
• Built strong relationships across local teams and their UK counterparts including: legal, HR, risk, payments, finance, and retail.
• Worked with conflicted colleagues with limited English proficiency. Learnt Spanish to build rapport and gain the trust of colleagues and stakeholders.

Supporting multiple initiatives under the Digital Transformation Programme in a project role - reporting into the Head of Digital Infrastructure.

• Managed and tracked £8m resource forecast.
• Owned IT procurement processes for Capex spend  > £1m.
• Coordinated all network implementations with British Telecom for the online banking platform.

Account manager for FTSE 250 IT B2B sales company. Career progression role to gain commercial IT knowledge and hone sales, procurement, and negotiation skills.

Multi-faceted role covering front and back office at Apple retail stores, winning award for best-in-class customer service.