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Skills

Experiences

  • ERP design and implementation

  • ServiceNow design and implementation

  • Workday implementation

  • M&A divestment

  • M&A acquisition

  • Business process outsourcing

  • IT outsourcing

  • IT operating model design

  • Manufacturing and assembly planning

Technical skills

  • Transformation leadership

  • Programme architecture and design

  • Business and technology strategy development

  • Negotiation skills

  • Commercial acumen

  • Business change management

  • Portfolio management

  • Programme / project management

  • Financial and resource management

  • Supplier management

  • Data analysis

  • Presentation skills and storytelling

  • Agile and waterfall delivery

  • Stakeholder management

  • Matrix management

Certifications

Professional experience

BAE Systems: Head of Digital Technology Services

October 2023 - Present

I lead the design and delivery of digital solutions for the Global Combat Air Programme (GCAP) business, a new joint venture between the UK, Italy, and Japan.

  • I am the Digital lead for work to establish a new joint venture business which will design and build a 6th generation air combat system.  This collaborative effort between the UK, Italy, and Japan is one of the largest and most complex defence programmes and collaboration efforts in the world today.

  • I lead a multi-disciplinary matrix team of 80 technology and business change professionals

  • I have built a culture of trust, collaboration, and honesty; bringing together a diverse team from across BAE Systems in what is a challenging, and highly ambiguous environment.

  • I have designed a product and platform based IT / Digital organisation

  • I have collaborated and negotiated internationally with government and industry in the UK, Italy, and Japan and reached consensus on solutions where no formal decision making authority exists.

  • I have led sourcing activities to identify and contract a digital partner to support technology transformation, implementation, and run services.

  • I have defined a 5 year digital capability roadmap for the Joint Venture business to establish digital capability to enable the business to meet its strategic goals.

  • I have led activity to cost the digital roadmap for implementation and run for the next 15 years and built a business case to support investment decisions.

  • I have written the Digital Strategy for the new business and led activity to develop the broader operating model for the new business. 

  • I have established programme and technical governance to ensure the safe delivery of a multi-million pound technology portfolio.

Deloitte: Senior Manager - Technology Strategy and Transformation

March 2021 - Present

I shape and deliver technology enabled business transformation programmes, bringing together my technology, process, and operational experience.

  • Chief Operating Officer for Energy, Resources and Industrial Products responsible for strategy development, financial, profitability, and resource management

  • Leading the transformation delivery of the IT operating model for a 50,000 person business which runs 7 independent brands in the Energy, Agriculture, and Engineering sectors. This involves board level stakeholder management to align 7x CIOs and 7x CPOs with different agendas to drive improved performance.

  • Led the M&A integration strategy for a 4,500 person pharmaceutical company. Worked with senior stakeholders across HR, Finance, Procurement, R&D, and Operations to create an integrated change roadmap for the next 3 years.

Rolls-Royce: Head of Process Integration

June 2019 - February 2021

Established and led a 40 person Global Business Services (GBS) IT delivery team with a GBP 12m budget to deliver business process outsourcing.

  • Business process integration and transformation lead for GBS during sourcing activity (from RFI, RFP, to contract design)

  • Led and coached a team responsible for architecture, project delivery, service management, infrastructure, and application development and delivery.

  • Partnered with the business to develop the GBS technology and process strategy and implementation blueprint to enable business process outsourcing.

  • Led day to day operational governance of the programme including project planning, project and programme management methodology, and project cost accounting utilising a range of project management tools.

Rolls-Royce: Programme Executive IT M&A

January 2018 - June 2019

I led the IT separation programme for a significant M&A transaction to divest Rolls-Royce’s Commercial Marine business - a 3000 person, GBP 500m sale.

  • Established, led, and motivated a 100 person global IT delivery team from start to finish with a GBP 30m budget, building a culture of empowerment and trust.

  • Worked directly with the Commercial Marine board, including the COO and CFO to influence the separation approach and future business design.

  • Developed the target technology operating model and shaped the business design for the new business including a five year technology roadmap.

  • Partnered with the HR, Change, and Communications teams to develop and drive the people change agenda.

Rolls-Royce: Transformation Manager

September 2016 - January 2018

I led the delivery of the digital and technology vision and strategy for Rolls-Royce’s Marine business during a period of significant business change. 

  • Developed a five-year technology vision and roadmap

  • Built and led the investment and portfolio management process (GBP 15m)

  • Owned solution design of the operating model

  • Led commercial negotiations with Tier 1 suppliers for outsourced services

  • Led union and works council negotiations in multiple countries

Rolls-Royce: Process Integration Manager

July 2014 - September 2016

I was a senior transformation leader on a programme to implement a single ERP system across 30 countries and 50 manufacturing  sites and service centres.

  • Supported development of the integrated business process model, aligning the processes of business functions across multiple sites globally.

  • Led business process architecture activity relating to each country deployment as we looked to align individual country processes with global standards.

  • Established a team of 8 with a GBP 2m budget to deliver a CFO sponsored programme to help improve business cost and margin control.

Rolls-Royce: Production Planning & Control Manager

January 2013 - July 2014

I was an operational leader responsible for production planning the final engine assembly and test for Trent 1000, Trent 900 and Trent XWB engines, coordinating 2 production facilities in the UK and Singapore.

  • Identified customer requirements, supply chain input and factory capability and capacity. Combined these to develop production scenarios to meet financial and operational plans.

  • Led senior stakeholder buy-off of the plans including Operations Directors and Engine Programme Directors

  • Defined and led improvements to our production planning process increasing weekly launch and completion adherence - our measure of how much of what we asked for the shop produced - from <50% to >95%. 

  • Designed and built in-house production planning tools and measurement and reporting systems using MS Excel, VBA, and .NET. My improvements contributed to sustained on-time delivery to customer purchase order.

  • A key customer during an evaluation rated our production planning as best in class.

Rolls-Royce: Production Leader

October 2011 - January 2013

I was an operational leader responsible for management of the final engine assembly line for Rolls-Royce's highest volume large civil gas turbines ensuring engines were delivered on time, to the highest quality whilst maintaining a safe working environment for our staff. 

  • I had day to day management of 45 direct reports including engine fitters, inspectors and shop support staff. 

  • During my time we maintained our 100% on time delivery performance to our customer during a period of volume growth across the business.

  • I implemented a single flow line and improved shop floor control processes to track engine work in progress - this directly supported the increase in throughput from 3 engines per week to a sustainable rate of 5 engines per week.

Rolls-Royce: Improvement Leader

April 2010 - October 2011

I was a business improvement leader responsible for developing and implementing improved supply chain management processes across the Ansty Maintenance, Repair, and Overhaul (MRO) business.

  • Implemented improved warehouse and shop floor material control processes resulting in improved engine kitting time (the time to build a kit of parts to assemble the engine).

  • Designed and built an in-house shop floor control system using MS Excel / VBA to track orders through the manufacturing facility.  This resulted in a sustained reduction in engine turn around time, our key customer metric for performance.  I was awarded a Six Sigma Green Belt for this activity.

  • This in-house tool was subsequently trained and rolled out to other similar facilities across the business.

  • Supported an ERP deployment across 10x MRO facilities to improve the engine kitting process.

  • Developed operational reporting dashboards based on the enhanced ERP data sets to improve escalation of issues and prioritisation of supply chain capacity.  This reporting dashboard was the central dataset used in the business at EVP level to understand operational performance.

Rolls-Royce: Supply Chain Planning & Control Graduate

September 2008 - April 2010

I was a graduate Trainee on Rolls-Royce Supply Chain Planning & Control Leadership Development programme.  Roles undertaken during this time were:

  • Production Planner (UK) - led the production planning activities in a small New Product Introduction (NPI) facility manufacturing fan blades and discs for advanced defence projects.

  • Programme Manager (USA) - managed the supply chain activities relating to the introduction of a significant engine modification programme at Rolls-Royce’s Indianapolis facility.  This included engaging with internal and external suppliers to ensure parts supply met the engine development programme schedule.

  • Chief of Staff to the EVP of Supply Chain Planning & Control - supported the EVP with monthly governance, reporting, and strategic projects including the development of our Supply Chain functional strategy with an external consultant.