York, England, United Kingdom
Executive Transformation Leader | Enterprise Change | Rail & Energy: I am an experienced Executive Leader specialising in delivering large-scale, complex transformation and change programmes across entire organisations. With a strong enterprise mindset, I lead initiatives that cut across multiple functions, aligning strategy, operations, and delivery to achieve sustainable business outcomes. My career spans the Rail and Energy sectors, where I have developed deep expertise in operating within highly matrixed environments. I bring a proven ability to manage and influence diverse stakeholders, including senior leadership, third-party partners, and governing bodies—ensuring alignment, transparency, and momentum throughout the transformation lifecycle. What sets me apart is my adaptability. I tailor my leadership and delivery approach to meet the unique needs of multi-functional, operational, and regulatory environments. I am equally focused on building capability within delivery teams—coaching and supporting Project Managers with varying levels of experience to consistently achieve high-quality programme outcomes. I operate with a 360-degree view of the business, balancing operational, commercial, and political drivers with overarching strategic goals. This holistic perspective enables me to lead complex transformations with clarity and precision, driving both performance and engagement. My skills and experience are highly transferable, enabling me to successfully lead large-scale transformation programmes across industries where change, complexity, and strategic delivery are critical.
Ensure the successful Transformational delivery of the new multi million pound Northern Driver and Conductor Training Academies. A complex programme of industry leading activity, integral to the success of simulation integration into NTL. Creation of two new Northern property locations (Academies of the future) and the re-location of NTL’s two existing training academies whilst also delivering financial and efficiency savings.
A crucial role in driving the programme management of customer experience improvements/change and delivery of Northern's Service Quality committed obligations. Being output obsessed, driving high standards of delivery in a complex organisation spanning all functions/operations across the whole Northern business, operating at all levels including Director level and strategic partners (Rail North Partnership, Department for Transport, Network Rail).
A crucial role in the financial performance of npower Customer Services through identification and delivery of customer experience improvements and strategies, leading to increased customer advocacy and trust that translates into bottom line benefits aligned to more effective customer service delivery.
Managed E2E customer journey design and implementation as part of a £350m Smart Programme. Evolved the E2E install journey for npower to deploy over 4m meters ensuring the business had an efficient deployment funnel that maximised customer engagement and take up, maximised the experience on the day of installation, improved critical compliance performance which has all lead to achieving award winning performance (uSwitch award for ‘best big supplier for Smart Installation Experience’ Mar 19 – 76.4%)
• Designed and successful adoption of organisational design integrating two business area’s into one • Delivery of £14m revenue plan and 18.5k care membership sales (2014) & 25k sales (2015) • Management and engagement and successful transition of 4 direct reports
Achievements: • Effective representation of npower at the Association of Meter Operators (AMO) Smart Metering Forum (SMF) industry forums • Review and collation of MeterPlus/npower consultation responses require through AMO SMF & Department of Environment and Climate Change (DECC) • Production of business case and recommendation of make/buy/build for gas metering services in co-ordination with the corporate Mergers and Acquisitions team.
• Ensured expectations were managed and met, with minimal disputes, escalations and debt through regular liaison with internal/external clients • Actively utilise shared data forums ensuring all relevant information regarding all contracts was up to date and accessible by all appropriate personnel • Identification and interrogation of appropriate sources of information to achieve objectives • Active engagement of key stakeholders and achieved buy in through active participation and clear communication • Decommissioning and exit of integrated partnership involving data migration of c.3m meters and TUPE, with minimum disruption to the business
• Effective management of corporate IT and telephony contracts for the Jarvis Group • Delivering the needs of the business through commercial agreements within considerable financial constraints • Focused quarterly performance/financial reviews of top 40 suppliers • Part of a team responsible for saving £8.7 million in 2006/7 • Ownership of day to day contractual issues/queries regarding pricing, termination, extensions and settlements
Achievements: • Efficient and effective management of Jarvis Groups outsourced I.T. services contract • Assisted in the budget review process and negotiation of new and existing IT contracts
Achievements: • Successful operation of the Showrooms Department (turnover £21M) achieving overall sustained reduction of head office complaints • Direct line management of 15 reports including training, performance reviews, rota’s and general management duties • Duty Store Manager accountability including leading and motivating the store team as a whole, effectively dealing with escalated customer concerns/issues, efficient handovers from day to evening shifts • Efficient profit and loss responsibility at department level
Achievements: • Management of a store department whilst completing diploma in retail management • Leading and motivating a team of 4-8 staff