The Cranfield Executive MBA Introducing the Class of 2012 pptx

l Successfully managed the implementation of the new global general ledger portal and finance reporting processes as part of Global financeTransformationStrategic Programme, through unde

Transforming knowledge into action

The Cranfield Executive MBA

Introducing the Class of 2012

Loves to travel, see new cities and experience different cultures

A highly motivated and dynamic professional with a results driven consultancy background A proven track record of consulting in risk management and regulatory initiatives across the full strategic, process and technology change spectrum Over 10 years’ Financial Services experience including ABN Amro, Merrill Lynch, RBS and HSBC Excellent interpersonal, leadership and influencing skills

Achieved a 30% reduction in month end close time line with financial transparency in reporting Statutory, Regulatory and Management Information to enhance realtime decision-making

Expedited the implementation and rollout of Pegasys+ and Hyperion systems within Finance by managing the re-working, streamlining and maintenance of Product Accounting business processes

Redesigned the methods used in reporting the FX products by aligning the desk’s end user computing templates to take the data feed from the enhanced reconciliation tool

Curriculum Vitae: Miss Yemi Fadahunsi

For more information, or to contact the team about any of our students, visit www.cranfieldsomcareers.info/contactus

HSBC: Global Market Finance Transformation Programme Lead (Feb 2011 - Date)

HSBC Global Banking and Market is an emerging markets-led, financing focused business that provides investment and financial solutions

l Successfully managed the implementation of the new global general ledger portal and finance reporting processes as part of Global

financeTransformationStrategic Programme, through understanding the business model and the dynamics of group finance, the provision of technical product knowledge in finance, month end close processes and leadership in project and change management

l Led the Finance Transformation Programme change delivery for onshore and offshore business readiness activities General Ledger Mapping Validation, Production Reports including Hyperion Smart View business tool, End User Access, User Access Testing, Training and Parallel Go Live Directed the project teams to ensure delivery of milestones with resolution of risks and issues as they arise whilst operating to tight timescales within a highly driven environment

l Worked with senior stakeholders to define the target processes and implemented the project with 30 reports from seven different product desks by coaching and motivating staff to deliver to the required standards

l Developed business strategies, change strategies and plans to reflect business requirements and alignment of solutions to requirements by engaging business stakeholders in process workshops that yielded value added delivery

Mizuho Corporate Bank: Finance Consultant (Dec 2008 - Jan 2011)

Mizuho Corporate Bank provides financial and strategic solutions for the increasingly diverse and sophisticated needs of its clients It is a

subsidiary of the Japan-based Mizuho Financial Group, Inc with total assests of over US$1.9 trillion

l Delivered lean finance processes with 25% reduction in month end close; Expedited the implementation and rollout of Pegasys+ and Hyperion systems within Finance by managing the re-working, streamlining and maintenance of Product Accounting business processes utilising databases architecture Reshaped the structures and roles within the unit

l Assisted with the development of migration strategies and supported the data migration of corporate treasury trades and ledger balances from legacy systems to Pegasys+ and the upload of this data to Hyperion

l Managed the transition of the team from management of the financial integrity of the legacy systems to Pegasys+ and Hyperion systems

l Delivered a much needed project prioritisation process Identified and prioritised the key applications controlled by end users that required changes in order

to integrate with new systems

l Managed functional testing and User Acceptance Testing for all controllers relating to balance sheet and Profit & Loss (P&L) Managed the regular data reports to support projects addressing the issues and risks emerging from data analysis, flagged defects and issues to IT and performed reasonability checks

on data

l Implemented the agreed methodology, standards, policies and procedures and produced a consistent high standard of documentation Attained strong governance by sharing knowledge and providing feedback and ideas so that performance was continually improved

Eden Consulting: Business Objects Project Manager (Jan 2008 - Nov 2008)

Eden Consulting is an independent organisation

l Directed the finance system implementations through project life cycle working with design teams on both local and global bases Managed the development

of business objects universe and data mart to support analytic platforms for the finance business team Managed the planning, designing, development of finance reports, performance metrics, custom applications and fulfilling data reporting requirements

l Engaged with the business to design process maps defining detailed process steps and process inputs & outputs Established enhanced detailed system requirements and functional specifications for required changes to the finance system

l Managed the development of Key performance indicators, including sourcing data requirements Managed the implementation of performance scorecards and metrics to business users

l Implemented migration strategies to reduce and replace legacy reports with critical information to manage the business effectively

ABN AMRO: Foreign Exchange & Money Market Product Controller (May 2007 - Dec 2007)

ABN AMRO following its acquisition in 2007 has now been merged with RBS and Santander

l Redesigned the methods used in reporting the FX products by aligning the desk’s end user computing templates to take the data feed from the enhanced reconciliation tool

l Responsible for the P&L and analysis of FX and MM products, this included adjustments, reserving, price testing and market event commentary on position, price and risk The reconciliation of the P&L to the general ledger with journal entry, balance sheet reconciliations, cash flow structure analysis and

FX sell off on a monthly basis Took ownership of all facets of the P&L and balance sheet issues surrounding the trading books

l Reviewed and controlled trading data in-flow to the P&L production tool and discussion of this data with the trading desk Performed Value at Risk calculation to determine risk of loss on the portfolio of financial asset

l Supported FX product reconciliation project team on the addition of new functionalities to automate the reconciliations process

Merrill Lynch: FX Product Controller (Jul 2006 - Apr 2007)

Merrill Lynch ceased to exist as a separate entity in January 2009 and is has now merged with Bank of America

l Responsible for integrity of the general ledger for the Foreign Exchange trading desk and a team member in the design and delivery of an enhanced FX

Career History:

product reconciliation tool

l Performed the P&L reporting including the end of day flashes and risk reconciliation by producing daily P&L and analysis of traded products; spots, options, forwards for GFX trading desks, provided explanations for significant P&L drivers, ensuring P&L packs are distributed to traders and senior management and responding to traders queries Performed the month end close to ensure all accounts are signed off as reconciled in the Balance sheet sign off system by the appropriate timeline

Societe Generale: Treasury Product Controller (Jul 2005 - Apr 2006)

Societe Generale is a leading French Bank and one of the largest financial services group in the euro-zone It has 157,000 employees from 128 different nationalities working in 83 countries around the world

l Managed the daily Money Market (MM) and Foreign Exchange (FX) netting processes and reviewed P&L bookings for cost of fails Engaged with settlements on any unmatched or failed trades Monitored all month end interest charges and proactively managed all opportunities to prevent unauthorised overdrafts, security short positions and failed trades Minimised the risk exposure of the business

l Performed the opportunity cost of money usage per currency on a daily basis and generated a daily funding scorecard Monitored all funding payments and settlement instructions for all markets adhering to cut off times from the Straight Through Processing (STP) queue and adhered to the Anti Money

Laundering regulation

For more information, or to contact the team about any of our students, visit www.cranfieldsomcareers.info/contactus

Name:

Mr Mark Bishop Nationality:

British

Current Course:

Executive MBA Interests:

Politics, including globalisation, entrepreneurship and social justice Behavioural economics

The private equity industry

Photography Investing stage ventures, public equities and property)

(early-In a 20-year career, the latter half of which has been spent advising managements on strategy and corporate finance matters, has consistently demonstrated the ability to analyse complex situations and recommend and implement executable strategies While instinctively entrepreneurial, has also worked with multinationals, winning the confidence of clients and co-workers through quiet diplomacy and sapiential authority

While at Cranfield, wrote 'The Future of Private Equity - Beyond the Mega Buyouts' (Palgrave Macmillan, 2012), based on exclusive one-on-one interviews with leading industry figures worldwide

Set up The Management Buy-Out Centre LLP, which enables managements achieve buy-outs and buy-ins by introducing them to private equity backers, securing backing for a £120m buy-out in November 2011

Chaired one of the UK's fastest-growing SMEs, Brooklands Group Limited, between 2004 and 2008; part of the team that bought IPC Media Limited from Reed Elsevier and sold to Time Warner (1998-2001)

Four A-levels at grade A (English, French,

Geography, General Studies)

Reigate Sixth Form College, Reigate,

1985 - 1987

13 O-levels, 8 grade A, 5 grade B

Whitgift School, Croydon

The Management Buy-Out Centre LLP: Partner - London, UK (Aug 2011 - Present)

Co-founded boutique advisory firm that enables management teams achieve buy-outs and buy-ins and access growth capital by introducing them to private equity backers and providing related advice Role includes: strategy, branding, marketing, business development, deal origination and transactions

l Started the business from scratch with no external funding, creating a strong brand and a cost-effective but high profile lead generation model, making use of print (FT, Sunday Times), online (PPC and SEO) and affiliate partnerships

l Successfully obtained £120m of equity and senior debt to enable a combination of existing and incoming management to buy out the corporate owner of a well known UK business in November 2011

l Created a deal pipeline that includes a £100m buy-and-build in the UK hotel sector and a US$150m upstream oil transaction, as well as smaller deals in the call centre and environmental services industries

l In order to build an enhanced profile in, and knowledge of the private equity industry, secured a commission from the world's largest professional and academic publisher to write a book entitled 'The Future of Private Equity: Beyond the Mega Buy-Outs' (published Autumn 2012) Negotiated in-depth one-on-one interviews with the world's top private equity investors, who talked openly about their investment and value-creation strategies - many for the first time

Mark Bishop Associates LLP: Partner - London, UK (Mar 2002 - Present)

Founded boutique corporate finance and consultancy business specialising in the media sector (print, online, live events, TV), both as an generator and to provide a platform for making angel investments, doing buy-outs and otherwise acquiring equity interests

income-l Successfully completed more than 60 corporate finance transactions, ranging from the sales of mature, mainly owner-managed media businesses to

corporates to the negotiation of venture capital investment for early-stage TMT enterprises

l Advised a wide range of corporates, including Channel 4, BBC Worldwide and Bauer, in areas such as strategy, acquisitions and divestments, often winning mandates and briefs in competition with household name consultancy and corporate finance firms

Brooklands Group Limited: Chairman - Redhill, UK (Mar 2004 - Dec 2008)

Chaired this print and online publisher, event organiser and direct marketing agency during a period of exceptional growth and rapid change

l Took the business from £2.3m turnover and 17 people to a peak of £14m turnover and 100 people by negotiating strategic partnerships with Channel 4, several independent TV production companies and brands such as Chrysler Jeep, Chevrolet and Vauxhall Motors

l Introduced the disciplines necessary to 'professionalise' a high-growth SME, such as hiring a finance director and instituting a monthly reporting pack, adding a director of HR and bringing in appraisals and training programmes

IPC Media Limited: Director - London (Aug 1994 - Mar 2002)

As Special Projects Editor, helped launch and relaunch magazines such as WebUser, Yachting World and Amateur Photographer and to launch some of the UK's first consumer websites (newscientist.com, nme.com, ybw.com)

l Became editor-in-chief of 22 magazines, including household names such as Country Life and Horse & Hound, before the age of 30

l Formed part of the management team that bought IPC from then owner Reed Elsevier in what was at the time the UK's largest ever management buy-out Doubled the size of the division's portfolio to more than 40 brands before exiting via a trade sale to what was then AOL Time Warner

EMAP Plc: Deputy Editor - London, UK (Aug 1992 - Jul 1994)

Deputy editor of weekly car magazine

l Won 'Young Journalist of the Year' award at UK's second-largest consumer magazine publisher, 1993

Haymarket Media Group Limited: Reporter - Teddington, UK (Jan 1991 - Jul 1992)

Trainee, then news reporter on the world's oldest car magazine 'Autocar'

l Won 'Sir William Lyons Award', sponsored by Jaguar and the Guild of Motoring Writers, for the year's most promising new entrant to the profession

Career History:

STEMnet Ambassador (Science, Technology, Engineering and Mathematics Network), involved in educational and careers activities aimed at inspiring young people

Fifteen years’  transformation management and leadership experience; with a proven track record of defining and delivering large (greater than $50m), global programmes and outsourcing contracts Highly motivated, pragmatic and practical; balances client, commercial and delivery considerations to develop winning transformation solutions Then leading the implementation, with a focus on quality and ensuring benefits are achieved

Managed a €40m global transformation programme for a major telecommunications corporation Successfully completed within budget and achieved 20% costs savings for the client

Received a Global Sales Support Top Performer award as a Solution Leader for securing $83m Total Contract Value (TCV) of new business in 2006

Led a negotiation team for a stream of the Department of Work and Pensions (DWP) contract renewal (TCV in excess of $2bn) Was recognised for ‘decisive and significant personal contribution’

HP Enterprise Services: Transformation Programme Manager - UK & Finland (Dec 2009 - Nov 2010)

HP Enterprise Services (Formerly EDS) is a leading global IT outsourcing company with over 100,000 employees

l Responsible for the start-up, transition and transformation of new major client contracts valued over $50m

l Programme Manager of a major €40m transformation programme for a global telecommunications corporation Brought in following client escalations due

to major slippages and non-delivery Rebuilt client trust; introduced robust appropriate Programme controls; identified and resolved issues, re-planned and re-baselined without losing delivery momentum Ensured successful completion of Programme and required 20% cost reduction benefits were achieved

l Following from the success of this was asked to perform an in-depth review for another delayed transformation programme subject to a client escalation in relation to 400 overdue contractual deliverables Within four weeks half of the backlog was cleared and the client escalation was lifted Developed a new

‘Project Close’ process which was then taken on as an HP Best Practice ‘Global Gold Standard’ Process

EDS: Strategic Sales Senior Solution Lead - EMEA (Jan 2005 - Nov 2010)

As above EDS is now HP Enterprise Services

l Responsibility for top priority pursuits in excess of $100m TCV; from pursuit inception, throughout contract negotiation until delivery handover Client facing and managing global teams, handling ambiguity, complexity and risk in order to develop compelling solutions to aggressive deadlines

l Led 17 proposals to UK Government and multinational blue chip corporations in Finance, Manufacturing and Energy/Petroleum industries

l Requested by the Vice President of EMEA Sales to perform an audit of all SSC contracts being pursued in Europe following internal concerns regarding transformation solutions Ensured individual issues were resolved and systemic problems were identified and remediated

l Won Global Sales Support ‘Top Performer Award’ 2007 and included in ‘HP Talent 250 Programme’ 2009

EDS: Senior Project Manager - UK (Mar 2001 - Dec 2004)

Working for the Department of Working Pensions (DWP) Account

l Project Managed Application Integration projects as part of the UK Modernising Government Programme; the implementation of Government IT strategy establishing cross-government co-ordination to exploit new technology to offer opportunities and choice in the delivery of public services

l Architecture and Design Project Manager for the first four releases of New Tax Credits into DWP Managed 25 direct and 100+ indirect resources

l Managed Internet eServices ‘Carers Allowance’ project enabling direct online access to key services for end customer

Career History:

Name:

Mr Neil Pattni Nationality:

British

Current Course:

Executive MBA Interests:

Squash, playing music, skiing and scuba diving

Highly commercial professional with outstanding people and team working skills With nine years at a Big 4 professional services firm, excelled in a variety of disciplines covering financial modelling, contract/deal structuring, commercial advisory, and business cases Currently leads the European financial modelling capability at a global technology enabled outsourcing business Qualified management accountant (CIMA)

Received a Certificate of Appreciation from the Director General of a client in 2011 This was for work in providing commercial and financial advice on a £100m+ technology outsourcing deal

Implemented a range of initiatives improving the commercial deal structuring methodology at the European arm of a global outsourcing business - the objective being to book better commercial business

Personally provided commercial advice that saved a UK Government agency £35m as part of a technology outsourcing contract

Chartered Management Accountant (CIMA)

Chartered Institute of Management Accounting

2005 - 2007

Corporate Finance Qualification

The Securities Institute

Xerox Services: European Financial Modelling Lead - London, UK (Mar 2012 - Present)

European arm of multi-billion global print, managed document, and business process outsourcing services business

l Senior position leading the European deal modelling team supporting the sales of complex, multi-year deals

l Implemented transformed practices around deal structuring and modelling approach Designed and communicated enhanced approach having managed engagement from senior stakeholders

l Coached and developed a team of junior modellers including enhancing their technical skills and also providing coaching on their partnering abilities with the sales and operational teams

l Provided commercial and financial advice over deal structuring to sustain the commercial interests of the business

Deloitte: Assistant Director, Corporate Finance - London, UK (Sep 2003 - Mar 2012)

Global professional services business - one of the Big 4 firms

l As part of the Corporate Finance service line, provided commercial and financial advice to client, particularly around technology led outsourcing deals and business cases

l Utilised advanced Excel financial modelling skills in structuring tenders for outsourcing deals

l Led the financial workstream of a £150+, 10 year, technology outsourcing deal including designing the financial mechanisms of the contract, evaluating bidder responses, and providing the client with advice over the commercial and financial aspects of bidder submissions

l Provided commercial and financial advice for a £200m+ outsourcing deal including development of the internal business case and requested funding from the UK Treasury

Career History:

Name:

Mr Iyadh Yahyaoui Nationality:

Tunisian Second Nationality:

French

Current Course:

Executive MBA Interests:

Playing basketball, travelling and discovering new cultures

A dynamic, resilient, and visionary business leader with extensive experience of the semiconductors within the telecoms industries Proven track record of managing multinational and complex projects Has built efficient teams in high pressure environments Solid technical background combined with excellent management, operations, and finance skills

Led the Research and Development activities of one of the first and most performing triple mode 2G/3G/LTE wireless chipsets in the market

Successfully conducted the reorganisation of the Radio Frequency Software department after the acquisition of Nokia wireless modem division by Renesas Mobile Corporation

Led the mass production of several feature phones, handsets and tablets worldwide particularly in Japan for customers such as Fujitsu, Sharp and LGE

Renesas Mobile Corporation (RMC) is a spin-off and 100% subsidiary of Renesas Electronics Ltd (REL) with revenues of USD $1bn Renesas Mobile integrates the former Mobile Multimedia Business Unit of Renesas with the former Nokia Wireless Modem Business Unit1

l In charge of executing the Radio Frequency Software department roadmap and aligning it with the overall wireless modem roadmap, scoping radio frequency software projects, following up the overall radio frequency projects execution, managing risks and incidents

l Developed and coached an efficient multinational team composed of 18 engineers in France, 12 in India and 10 in Finland capable of coping with the most demanding handset manufacturers

l Increased the radio frequency department and the overall wireless modem organisation efficiency by 50% by reducing the project management wastes and the time needed for translating customers’ requirements into actual features This increase involved establishing a more collaborative environment in between the different business functions, enhanced testing environments in terms of scale and scope, and expanded reviews and documentation inside the radio frequency software department

l Streamlined the resources usage and allowed the radio frequency software department to handle several challenging projects in parallel such as the modem platform MP5232 and the radio frequency transceivers B10L2, B11L and B12L with limited resources

l Enhanced the modularity and the parameterisation of radio frequency software deliverables reducing by a sizable amount the costs needed for the

customisation requested by wireless terminals manufacturers

Renesas Mobile Corporation: Project Manager / Line Manager - France (Jan 2010 - Jun 2011)

l Coordinated efficiently the Global Certification Forum, GCF, and ADAPT AT&T certifications campaigns inside the overall Renesas Mobile radio frequency community by aligning the understanding and priorities between the numerous stakeholders and by driving several task forces aiming to solve critical issues

l Managed effectively customers' relationships by contributing actively in setting a common understanding and a smoother communication in between all the stakeholders including marketing and sales as well as final customers and by establishing a customer centric team

l Was nominated by senior management to improve the productivity of two Research and Development teams both having a headcount of 15 members The rise in productivity has occurred effectively after the merger of the two teams into a single one and after the initiation and execution of training and coaching aiming to improve the team members skill-set This allowed the resources to be effective at several roles

Renesas Mobile Corporation: Wireless Platform Architect - France (Jan 2009 - Dec 2009)

l Designed the radio frequency software solution that interfaced effectively with Nokia modem The complexity of the use cases especially 3G and LTE ones were tackled by strong analytical skills, the set-up of intensive reviews and the elaboration of reliable testing environment that involved the Palladium emulator

Renesas Mobile Corporation: Senior R&D Engineer - France (Oct 2007 - Dec 2008)

l Enhanced the messaging scheme between the 2G and 3G stacks and reduced the time overheads requested for switching from 2G to 3G and vice versa

l Improved the quality and testing environments inside the physical layer protocol team This involved increasing the testing coverage by creating at least one new test scenario for each defect and by redesigning the testing simulator so that it gets as close as possible to the real hardware

Texas Instruments: R&D Engineer - France (Mar 2005 - Sep 2007)

Texas Instruments is the third largest manufacturer of semiconductors worldwide, the second largest supplier of chips for cellular handsets and the largest producer of digital signal processors (DSPs) and analog semiconductors

l Junior Physical Layer engineer in charge of 2G features design and validation

l Learned rapidly the 2G wireless protocol context and issues and become a key player inside the physical layer team

l Successfully led the design and validation activities of two major features; the Single Antenna Interference Cancellation (SAIC) and the Text Telephony (TTY)

l Initiated an innovative patent that improves the existing 3rd Generation Partnership Project, 3GPP, specifications that represent the main source of

specification of all wireless chipsets

Name:

Mr James Fox Nationality:

British

Current Course:

Executive MBA Interests:

A member of the Institute of Engineering and Technology (IET) Enjoys classic literature, philosophy and travelling (including treks across Africa and America)

Experienced professional, leading high calibre R&D development teams in the telecoms/computer industry Proven ability to take risks, innovate, lead through challenges and build and develop world class teams in the pursuit of bringing leading edge technology successfully to market

Led product design verification and manufacturing quality assurance and development campaigns Met critical feature, performance, quality goals avoiding costly re-designs

Delivered post project review recommendations including “skunkworks” projects that delivered value through improved productivity and knowledge sharing Led to

a 50% reduction in time to market

Responsible for product lines that are being sold by the worlds leading computer and networking manufacturers, meeting their stringent performance and quality criteria

Electronic Engineering with Computer Science BEng

University College London

Curriculum Vitae: Mr James Fox

Solarflare Communications: Software Development Director - Cambridge, UK (Aug 2005 - Present)

Venture capital start up (140 employees) Responsible for end-user software development, hardware validation and silicon design verification projects Responsible for full product life cycle, from inception, planning, design, implementation, test, release and sustaining

l Guided team through project changes that included scope changes, supplier failure and loss of key project personnel Enabled key decision points and promoted contingencies and alternate paths allowing the team to bring new technology from inception to the market

l Drove development and introduction of information systems that improved accuracy and relevancy of intra-team knowledge This directly resulted in reduced product defects and provided a means of externalising knowledge

l Instigated development of automated performance analysis system, as part of a group wide effort to take a late to market product and succeeded in turning

it into a class leading product

l Owned end user customer issues Initiated and managed partner relationships to ensure product conformance with standards bodies and interoperability with relevant OEM products This responsibility was essential to enabling key design wins with leading computer manufacturers

l Promoted after action reviews and improvement initiatives Led to continuous improvement in time to market and product quality over numerous design cycles

Cognitive: Founder and Company Director - Cambridge, UK (Aug 2002 - Apr 2005)

Seed funded start-up Founder and Director of a software design company focussed on software development in the telecoms sector Carried out business development roles, including business planning, financing, marketing and customer development

l Developed company around exploiting open-source technology, derived from university research This resulted in a fast, low risk and low cost route to market

l Put together full business plan, including finance, market and operations Used entrepreneurship networks and events to build contacts and leverage experience to help with venture launch This culminated in gaining suitable funding, including grant funding, for business venture

l Protected intellectual property through the use of patents Liaised with patent attorneys in drafting patents

l Employed and managed contractors to assist with technology development

Desana Systems: Engineering Manager - Milpitas, USA (Aug 2000 - Apr 2002)

Venture backed $80m start-up (120 employees) Responsible for system integration, hardware verification and the delivery of operating system and middleware on a complex multi discipline product development

l Mediated group wide design decisions, resolving competing factions across a newly formed team Owned 'architecture re-education' Developed and instigated migration strategy to move group toward standardised common software designs Resulted in improved delivery of goals by all technical teams

l Championed and led the development of a system simulation platform Enabled internal customer teams to achieve milestones, independent of other deliverables

l Responsible for line management and technical mentoring This helped improve quality and consistency of work as well as bringing longer term benefits in skills and personal development

Bay/Nortel Networks: Technical Team Lead - Santa Clara, USA (Feb 1998 - Jul 2000)

Network/telecoms equipment vendor ($20bn+ revenue) Technical team lead for the small enterprise network product lines

l Key member of a team that brought to market a computer network switch product, targeted at small businesses, that achieved >$250m in revenue in its first sales quarter

l Proposed and developed new innovations around prototyping and simulation This improved team productivity and reduced project risk

Career History:

Name:

Mr Kieran Toon Nationality:

British

Current Course:

Executive MBA Interests:

Economics and world politics, psychology, ideas generation, swimming, cycling and the outdoors

A customer focussed and commercially oriented consultant with 12 years' experience of creating innovative IT solutions and leading diverse teams for multinational organisations A skilled relationship builder bringing together staff from different organisations and teams to solve complex technical, logistical and managerial problems

Led the 'PharmaBase' project to deliver online services to the 10,000 pharmacies in England and Wales improving the delivery of enhanced community pharmacy services

Delivery of New Production Introduction reporting system, reducing time to market by a quarter The client expanded their global product portfolio twofold without incurring extra staff costs

Established technical practice using new tools and collaborative methods across a team of ten staff resulting in new work with new clients

Curriculum Vitae: Mr Kieran Toon

Crimson: SharePoint Practice Manager - Birmingham, UK (Sept 2007 - present)

A Microsoft Gold partner using leading edge software and design techniques to win new contracts and provide a quality service to existing clients competitively Clients vary from multinationals with over 5000 staff to smaller UK only organisations from housing to construction and logistics

l Parachuted into a national utilities company to save a project to improve company communications The project had been worked on and abandoned by three other consultancies but by being extremely clear with communications and focussing on priorities, the team overcame the barriers to launch and won more work for the company The client now treats Crimson as their trusted advisors, and Crimson are helping the client build a team to use similar skills in future

l Designed and implemented an innovative business process workflow using off-the-shelf tools to keep costs low This has led to an improvement in the quality of projects delivered by the client and a reduction in cases taken to court due to company procedures not being duly followed Close collaboration with the sales team and the success of the project led Crimson to be in the winning for £150k of more projects with this same client

l Trained internal staff in technical and consultancy skills which enabled the company to achieve a Microsoft competency to retain its Gold partner status This allows the company to differentiate itself against the competition and has helped bring about a closer and more strategic relationship with Microsoft

l Project lead and consultant for the rollout of a major strategic IT solution for a housing company of 1,000 staff Implemented on time and budget in a tight timeframe using an agile project methodology, the staff actively use the new system and are expanding its use

Analysys Mason Limited - IT Group: Senior Developer - Cambridge, UK (2000 - 2007)

Analysys Mason is a telecoms strategy consultancy with over 400 staff and several worldwide offices The IT team advised on IT strategy, manage and implement company-wide processes and state of the art web systems

l Advised on the strategy for CRM in the business working closely with the chairman and marketing director Aligning the business needs to the functional requirements led to the design and implementation of a dynamic customer quality value report which allowed consultants to concentrate business

development on the clients that mattered most Being responsible for the CRM system, reported to the Executive Board member for marketing

l Led the project to integrate the CRM systems and provide training company-wide during the merger with another company of a similar size By using a range of staff to help with promotion, data migration and development of tools to ease the process, the project won much acclaim within the business and CRM use grew rapidly in the newly merged company

l Company representative on a trip to India to meet potential suppliers Spent a week in Delhi performing technical training and helping the supplier create a mutually agreeable financial charging model based on the amount and quality of the work done This led to three successful years of using the supplier, saving Analysys money, allowing Analysys to concentrate on its core competencies and improving the quality of its systems

l Led a successful HR project to improve recruitment which allowed the company to reduce its costs by moving all recruitment online using an efficient process This allowed the company to process more applications internally and use staff across the world to filter applicants but have the process monitored from HQ

Career History:

Name:

Mr Steve Rowse Nationality:

British

Sponsored:

Yes Current Course:

Executive MBA Interests:

A parish councillor to a local community Enjoys running, walking, camping and mountain biking Interested in personal finance, holding stock investments and a property portfolio

A thorough and organised leader, with experience in delivering critical projects, making airworthiness and financial decisions, whilst leading up to 100 staff in several different appointments over a career that has spanned engineering, logistics, and safety assurance Achieves results through adding value, efficiency and identifying the root cause

Led a project to procure replacement ground support equipment for carbon dioxide cylinder charging, becoming the organisation’s expert for fuel tank maintenance and policy

Have held airworthiness letters of delegation from the Secretary of State for Defence, including the authority to defer aircraft corrective maintenance

Exposure to heightened responsibility at an early career stage, particularly with respect to airworthiness responsibilities and staff management Achieved chartered engineer status at the age of 29

Curriculum Vitae: Mr Steve Rowse

Royal Air Force: Safety & Assurance Project Engineer - Lincolnshire, UK (Apr 2012 - Present)

Provides engineering assurance to Royal Air Force’s headquarters on the Rivet Joint aircraft Achieves through liaison with project teams, operating crews and other stakeholders to direct, guide and facilitate smooth project running

l Facilitated progression and quick decision by gathering pertinent information, analysing and making recommendations relating to future training for

personnel

l Liaison and coordination to ensure the correct engineering manpower levels over the project course

Ministry of Defence: Engineering Authority and Project Engineer - Bristol, UK (Jan 2010 - Mar 2012)

Working for Defence Equipment and Support, held an Airworthiness authority letter, delegated by the Secretary of State for Defence This covered certain cross platform and mechanical systems and equipment

l Sole project manager responsible for the procurement of the replacement ground support equipment for carbon dioxide cylinder charging

l This required data gathering, analysis and liaison with stakeholders at many varying levels to identify all options and their associated costs, to deliver investment appraisal analysis and a business case This resulted in project approval and the subsequent liaison with internal commercial staff Externally, vast coordination was carried out with the contractor (British Oxygen Company) to facilitate the agreed solution

l Became the organisation’s expert for fuel tank maintenance and policy, writing and developing the associated safety publication over a 12 month period This work presented concerns with gas detection and monitoring equipment Consequently led a programme to bring into operation a fleet of new

equipment to complement the new safety publication

Royal Air Force: VIP Visits Officer - Kandahar, Afghanistan (Aug 2009 - Dec 2009)

Organisation and execution of royal, ministerial and senior military visits to Kandahar air base, Afghanistan

l Liaison with royal, ministerial and senior military outer offices to produce and coordinate visit programmes, through development and coordination with multiple agencies and stakeholders at Kandahar air base This resulted in a revised situational awareness of Afghanistan, which impacted UK foreign and military decision(s)

l Organised the visit for the Prime Minister Gordon Brown and the Chief of Defence Staff with associated press and UK police protection officers, in December 2009 The visit was to carry the Prime Minister’s Christmas visit to the troops

Ministry of Defence: Avionics Project Engineer - Cambridge, UK (Nov 2007 - Jul 2009)

Working for Defence Equipment and Support, responsible for the staffing, coordination, planning, justification, briefing, financial provisioning, design authority and commercial liaison for avionics projects and modifications

l Held the position as project officer for the obsolescence and upgrade management of Hercules aircraft simulators

l Given an airworthiness authority letter, delegated by the Secretary of State for Defence, that covered Hercules aircraft avionics and electrical systems Worked alongside Industry partners from Marshall Aerospace and Lockheed-Martin in a partnered programme that provided available aircraft to front line squadrons

l Directed and authorised multiple urgent and routine engineering instructions and modifications, providing risk assessment, and associated hazard probability calculations to assist significant airworthiness decisions

l Much of this work related to safety concerns that had arisen on the Hercules defensive aids suite from chaffing electrical and signal cables to cause

unreliability of warning sensors The technical instructions directed corrective actions, mitigation work and system confidence testing

l The reporting officer for two subordinates, with engineering direction over four contractor personnel Also acted as deputy to immediate supervisor, and was empowered as the deputy avionics decider

Royal Air Force: Junior Engineering Officer - Moray and Oxford, UK (Jan 2004 - Oct 2007)

In command of up to 100 service personnel, with technical man-management and aircraft airworthiness responsibility for the Tristar platform This was carried out in the UK and on operations, where authority to defer aircraft corrective maintenance was held

l The Designated Un-commanded Flying Control Movements Investigating Officer This role required in-depth engineering investigation management when an aircraft exhibited the associated incident

l Was responsible for implementing lean initiatives and programmes to deliver logistics chain improvements

l Ten in-depth engineering investigations were carried out, whose findings were documented with recommendations to prevent recurrence

l Responsible for compiling monthly KPI statistics and their analysis to monitor personnel activities

l Writing staff appraisals and providing career, welfare and mentoring to personnel

Career History:

Name:

Mr Emmanuel Babatunde Adebola

Nationality:

Nigerian

Current Course:

Executive MBA Interests:

Program Management, Project Financing, Technology Development, Business Process Design and Outsourcing, Strategy

A seasoned professional with strong communication and people management skills and over 14 years’ experience working with global companies like Accenture and Schlumberger Proven skills in program and project management, supply chain management, operational efficiency, systems integration, distribution management, process design and optimisation, client relationship management and technology led business enhancements

Successfully led a global workforce to undertake a business transformational program for a leading multinational company This led to standardising core business processes across African operations

Provided onsite support for the successful outsourcing of finance and administrative functions for a global client which facilitated improved efficiencies between market and outsourced operations

in-Supported client to achieve the process maturity targets in its commercial functions through a process review and intervention exercise that involved timely execution of remedial actions

Project Management Professional

Project Management Institute

2008 - Present

Aspiring Entrepreneur Program

Fate Foundation, Nigeria

Curriculum Vitae: Mr Emmanuel Babatunde Adebola

Accenture: Senior Manager - Nigeria (Sep 2009 - Present)

Accenture is a global management consulting, technology services and outsourcing company, with more than 244,000 people serving clients in more than 120 countries Accenture collaborates with clients to help them become high-performance businesses and governments

l Improved client satisfaction for a global client by leading a process audit review and managed the execution of key intervention strategies that resulted in the achievement of the process maturity target levels set for the client's market operations

l Supported a leading client to develop implementation strategies for a distributor capability development program identified as a key initiative for the client’s growth in emerging markets such as Nigeria Provided oversight for execution of identified initiatives such as redesign of core processes, system and infrastructure upgrades and change management The first phase of this initiative was concluded successfully, while the client has indicated willingness to undertake follow on activities

l Supported leading clients in the Consumer Goods to develop strategies to facilitate adoption of regulatory requirements for achieving cashless based transaction across their value chains Facilitated workshops that created awareness among client stakeholder groups and assisted clients to achieve buy in from trade partners Also provided advisory and planning and program management to facilitate a seamless rollout of intervention strategies

l Led Supply Chain process activities for a rollout of SAP for a global oil and gas services client across key operations in Nigeria, Gabon, Congo and South Africa Proved ability to forge good working relationships with senior client stakeholders like Country Operational Managers and Financial Managers which was vital to the success of the project The client with HQ in USA achieved regulatory compliance across its international operations which was the key driver for the global rollout

Accenture: Manager - Nigeria (Sep 2006 - Aug 2008)

Accenture is a global management consulting, technology services and outsourcing company, with more than 244,000 people serving clients in more than 120 countries Accenture collaborates with clients to help them become high-performance businesses and governments

l Led a global team to undertake a business transformation program that involved implementing a Process blueprint (including Financial reporting, Treasury Management, Order to Cash, Purchase to Pay and Manufacturing) across West African operations (Nigeria and Ghana) Leveraged strong communication and people management skills to manage governance and project teams The project with an estimated cost of $8m (software and consulting fees) met delivery (quality, budget and duration) targets

l Coordinated onsite support for Accenture’s role in the successful outsourcing finance and administrative functions for a global client Key contributions provided during the task split workshops to determine in-market and outsourced processes, Knowledge transfer sessions and business simulation activities which allowed a seamless transfer confirmed by the client’s ability to achieve operational targets within the first weeks of Go Live

l Participated in successful rollout of SAP based business blueprint in the East African operations of a global consumer goods client Led Purchase to Pay process (requirements gathering, solution design, testing, training and Go Live support) Also managed integration with 3rd party applications, training material development and Post Go Live support The project was adjudged by the client as very successful and set the standard for subsequent successful rollouts across other African markets

Accenture: Senior Consultant - Nigeria (Jun 2005 - Aug 2006)

Accenture is a global management consulting, technology services and outsourcing company, with more than 244,000 people serving clients in more than 120 countries Accenture collaborates with clients to help them become high-performance businesses and governments

l Led a team to undertake a successful process redesign which brought immediate efficiencies and controls within the Purchase to Pay process of a consumer goods client Demonstrated ability to manage 3rd vendor liaison and provided project oversight that helped the client to achieve a seamless upgrade of the business application The project was completed within a timeframe of six months in time and on budget

Emperion West Africa: Project Manager - Nigeria (Jun 2003 - Jun 2004)

Emperion West Africa is a broadband solutions provider that delivers world class IP Network Services and carrier grade VoIP Solutions to rapidly growing client portfolios in several countries

l Managed a team of project engineers on multiple site activation rollouts for a clientele that comprised corporate and individual customers Achieved 15% reduction in VSAT setup costs by developing a standard procedure that improved the efficiency of site activations across different regions

Octagon Technology: Head Technology - Nigeria (May 2001 - May 2003)

Octagon Technology Ltd was set up to provide cutting edge technology solutions through a variety of standard and customised client solutions Primary operations include Internet based services, internetworking, content management, network integration and web application services

l Pioneer head of operations, successfully coordinated set up of the Network Operations Centre, led activation of gateway access servers and managed operations that led to the activation of 15 corporate and 35 individual clients in the first 12 months

l Led team to implement enterprise virtual private networks which provided the platform for an examinations firm to set up web based remote access services

Career History:

for registration and result monitoring for candidates

Schlumberger Information Solutions (Omnes): VSAT Hub Administrator - Nigeria (Jun 1998 - Jun 2000)

Omnes, now Schlumberger Information Solutions, is a division of Schlumberger Limited; the world's leading oilfield services company supplying technology, information solutions and integrated project management that optimise reservoir performance for customers working in the oil and gas industry

l Successfully managed responsibilities for VSAT hub operation activities (equipment testing, remote monitoring and performance tuning) and achieved 99% uptime for a clientele that included leading financial institutions, oil and gas companies and a telecoms firm

Name:

Mr Joel Guma Nationality:

Ugandan

Current Course:

Executive MBA Interests:

Travelling, Reading, Playing Chess,

Effective, ambitious and structured leader with strong business acumen as demonstrated through 10 years' operations experience at facilities that are certified with all three facets of ISO, operating world class ERP systems such as SAP and CDC Ross in Europe and Africa Very keen to quickly enable any organisation to exceed its profitability goals through implementation of six-sigma, lean and other world class process improvement techniques

Successfully coordinated and implemented nine six sigma greenbelt projects with hard savings of US $ 1.06m

Implemented improvement projects across eight production lines with a product range of more than 50 SKUs with 120 staff to deliver waste reduction savings of more than £500k in nine months

Developed a backward integration model for fruit juice concentrate sourcing in East Africa division -enabling Ugandan mango and passion fruit farmers to participate in the coca-cola supply chain

BSc Mechanical Engineering

Makerere University

1997 - 2001

Tulip Ltd: Focused Improvement Lead - Bury St Edmunds & Linton Sites, UK (Feb 12 - Present)

Tulip Ltd is the UK’s leading producer of fresh lamb, pork, bacon, sausages, gammon, cooked and canned meats as well as savoury snacks including scotch eggs and cocktail sausages It employs over 8,000 staff across 17 sites with an annual turnover in excess of £1bn

l Initiated and now implementing improvement projects to reduce work in process inventory, improve meat yields, and reconfigure production lines thereby availing six staff and floor space required by the business to produce two new SKUs The implemented improvements will save the business more than

£300k annually within the lamb value stream

Gerber Juice Company Ltd: Continuous Improvement Support Manager - Bridgwater, UK (Oct 10 - Oct 11)

Gerber Juice Company is the UK’s largest juice and juice drinks producer, specialising in contract packing and private labelling for the UK’s top five supermarkets The team is approximately 876 strong with an annual turnover of £264m in 2010

l Successfully coordinated the implementation of improvement projects across eight production lines with a product range of more than 50 SKUs and a workforce of more than 100 staff to deliver waste reduction savings of more than £300k in nine months

l Successfully managed production trials and launch stages of the stages and gates New Product Development (NPD) process – supervised introduction of over 15 new products for a number of key customers like Tesco, Asda, Waitrose, Oceanspray, Funkin and Innocent smoothies

Gerber Juice Company Ltd: Production Manager - Bridgwater, UK (Sep 08 - Oct 10)

As above

l Improved efficiencies by more than 18% in 16 months across eight production lines with 80,000 cases/shift capacity through implementation of a successful multi-skilling programme on a team of 15 expert operators and six process engineers – machine operators' skills improved by 96% in 20 months

G-Tech Ltd: Marketing Director - Kampala, Uganda (Nov 07 - Jul 08)

G-Tech Ltd provides process management and improvement consultancy services to various companies in Uganda, Tanzania, Rwanda and

Southern Sudan The clients include SABMiller, East African Community and Heineken

l Negotiated and won various consulting and management annual contracts worth over US$100k in six months

l Initiated and built key business contacts such as SABMiller, Heineken Bralirwa, East African Breweries, Pepsico which now provide the company with over US$80k in annual revenue

Coca-Cola SABCO: Six Sigma Coordinator/Special Projects Manager - Uganda (Jun 06 - Nov 07)

Coca- Cola SABCO is an anchor bottler, operating across 12 countries in two continents with 25 plants and over 10k staff The Uganda business unit operates two manufacturing plants employing 650 staff with US$ 30m annual turnover

l Successfully coordinated and implemented nine six sigma greenbelt projects with hard savings of US$1.06m in 16 months

l Developed and implemented a framework to integrate Six Sigma in the organisation to ensure that it blends with all the existing functions and systems - this included; methods of improvement projects identification and implementation prioritisation, criteria for selecting green belts and coordinator, terms and tenure of service for the green belts and coordinator, performance evaluation, monitoring and reporting

l Conducted several technical analysis scenarios to inform senior management on investment decisions regarding alternative beverages manufacturing (i.e provide analysis on various line concepts to make different products like still water, fruit juice and juice using different packaging materials – PET, board and returnable glass)

l Developed a backward integration model for fruit juice concentrate sourcing in East Africa division while on Strategic Project assignment in 2007 This later contributed to the formation of a four year US$11.5m partnership between the Coca-Cola Company, Bill & Melinda Gates Foundation, TechnoServe and Coca-Cola SABCO to enable mango and passion fruit farmers in Uganda to participate in the Coca-Cola supply chain for the first time

Coca-Cola SABCO: Production Manager - Uganda (Mar 04 - Jun 06)

As above

l Implemented Mission Directed Work Teams (MDWT) management system in a production unit with capacity of 36,000 cases per day, producing more than 20 SKUs with over 80 employees – this improved efficiencies and yields by more than 30% in one year

l Controlled departmental cash operating expenses on an annual budget worth €396,000

l Successfully led a food safety study team in preparation for the very first HACCP certification audit - Zero findings during the certification audit

Career History:

Name:

Mr Ruchir Shah Nationality:

British Second Nationality:

Indian

Current Course:

Executive MBA Interests:

Playing cricket, spending time with friends and family

Ambitious, committed and skilled professional with seven years' successful track record of managing resources, leading cross-functional teams and delivering projects in highly technical environment within automotive industry, is seeking to take a challenging position that offers genuine career progression and meets competencies, capabilities, skills and education

Delivered saving of $1m per year through powertrain warranty reduction project, with use of exceptional analytical skills, effective negotiation with supplier, acquiring funding

Successfully delivered a vacuum system development project through project management, better execution and team skills, realising variable cost saving of $1 for each engine for 300K per year volume

Six-Sigma Green belt

Ford Motor Company

Ford Motor Company: Team Leader Transmissions Integration Project - UK (Jan 2011 - Present)

Ford Motor Company is a global automotive manufacturer with over $130bn in revenue and presence in 200 markets Ford Motor Company employs about 159,000 in 70 locations worldwide

l Successfully led a global transmission integration project worth $30m into a new commercial vehicle through understanding the project objectives, managing stakeholders' expectations, agile project management skills and leadership skills, against strict timescales and meeting all attribute targets (Quality,

Functional, Cost and Weight)

l Ensured all the required decisions are made at the right time by understanding the required deliverables for key gateway, conflict resolution skills and persistence which resulted in the project being successfully passed through key gateways

l Benchmarked regional gateway assessment process and identified the best practice through extensive analysis, collaborating with global process

management team and working with gateway assessment team Leveraged this process across global usage thorough management buy-in by presenting the analysis This process will save tremendous efforts and will enable robust linkage between assumption and actual

l Developed prototype vehicle requirement model for resourcing planning by using exceptional analytical skills, system engineering skills and listening to internal customers' requirements This model has and will save days in negotiating resources for each vehicle development phase

Jaguar Land Rover: Project Engineer - UK (Aug 2010 - Jan 2011)

Jaguar Land Rover employs 19,000 people in the UK and is a premium British automotive manufacturer with over £10bn revenue

l Led technical and commercial negotiations with a key engine supplier for various engine development programmes worth $40m Successfully negotiated agreement of roles and responsibilities and realising saving of $2m, which proved negotiation, technical, analytical and quantitative skills

l Successfully implemented new quotation process through open book negotiation, working with people and persuasion which saved a lot of management time in approval

l Controlling and tracking cost changes in highly complex programmes in lieu of change in programme specifications Working with engineers, cost estimators and service provider to identify design changes and cost changes Providing cost walk report to chief engineers

Ford Motor Company: Team Leader of Vacuum Systems - UK (Mar 2007 - Aug 2010)

Team leader to develop vacuum system for the major global vehicle lines in Product Development department

l Set-up the key functional and attribute targets like fuel consumption, weight, performance and quality through launching an extensive benchmarking analysis

to identify and match competitors' systems This analysis enabled gaining buy-in and support from management team to accept the key targets that ensured future competitiveness of products and delivered 1 gram/km CO2 reduction per vehicle (for more than 1 million vehicles a year)

l Ensured all the key project deliverables are delivered on time through weekly system module team meeting ensuring priorities are cascaded, issues are tracked and delegated, progress is made which demonstrate result-focus management skills and ability to manage others tactfully and sensitively

l Coordinated the inputs from cross-functional teams to ensure detail specifications, performance criteria, quality targets and contract of service are well defined in the request for quotation which enabled receiving proposals on time Ensured all the subsequent discussion and questions are well documented and answered on time through tracking in weekly meetings

l Led the supplier selection process and effectively communicated recommendation to senior management which enabled best system proposal accepted through developing decision matrix to analyse performance criteria for each proposal and collaborating with cross-functional teams to ensure all assumptions are clearly evaluated

l Successfully realised savings of $1 per system by implementing new design and material through collaborating with design team, supplier and cost

estimators

l Ensured robust sign off of the system by developing design verification plan through the collaboration with the quality team, supplier and vehicle

development team Negotiated required resources with programme budget team which enabled robust execution of verification plan

Ford Motor Company: Project Planning Engineer - UK (Feb 2005 - Mar 2007)

Project planning engineer in Powertrain development department to deliver major V6 diesel engine with project team of 30 engineers with £200m budget

l Successfully formulated a plan and schedule for a very demanding powertrain development project, worth £200m with three different Original equipment manufacturers with unique integration requirements and high levels of complexities, through meticulous communication, attention to detail and organisational skills

l Ensured the programme level deliverables are met and any deviations are reported to Senior Manager through communicating and cascading deliverables to component level, closely tracking issues and targets in attribute meetings and reporting status each week

l Managed engine level design verification plan through collaboration with engineering team, quality team, engine and vehicle prototype development team Ensured all the design changes are accounted and conform to verification plan through coordinating with cross-functional teams and change control process

Career History:

For more information, or to contact the team about any of our students, visit www.cranfieldsomcareers.info/contactus

Name:

Mrs Larissa Moreira Nationality:

Brazilian

Current Course:

Executive MBA Interests:

Travelling, musical theatre, reading, ballet, registered volunteer for Age Concern

UK

A results orientated manager with 10 years' experience in logistics, consulting and programme management in different industries A self-driven and enthusiastic individual with a strong academic background Commercially and financially astute, with resilience gained through working in different countries A strong leader, with solid communicative abilities, able to negotiate and problem solve effectively while demonstrating a decisive character

Successfully implemented a state-of-the art Distribution Centre for Avon Cosmetics in Brazil, a project with a $160m budget and over 40 direct team members Business partner in a Brazilian trade company in the baby industry Started business from scratch implementing a successful international logistics operation and forming a high performance sales team

Successfully managed an integration project in Brazil during the Acquisition of Exel Logistics by DHL Supply Chain

Certified Project Management Professional (PMP)

PMI

2008 - 2008

MDB-8: Business Partner and Business Development Manager - UK (Nov 2011 - Current)

MDB-8 is a Brazilian trade company, formed by talented and experienced professionals created to be a leading distributor in the Brazilian baby industry, offering innovative products

l Successfully launched a trade company start-up in Brazil by exporting an innovative baby product from China to Brazil Smooth running enabled the product to reach final customer on time and on logistics budget Company’s sales forecast is around £1m per year

l Led commercial negotiations with different segments of retail stores in the Brazilian market, placing the product in different distribution channels, accordingly

to the established start up strategy

l Hired and formed a sales team that enabled the successful product launch in Brazil and allowed the company to get presence in the key internal markets

DHL Supply Chain UK: Implementation and Project Manager - UK (Jul 2010 - Nov 2011)

DHL is the world's largest transportation and logistics service provider with over 400,000 employees worldwide and a turnover of €53bn

l Successfully implemented BMW’s Distribution Centre in Scotland (approximately £750k revenue in three years) through efficient communication to all stakeholders Effectively delegated resources to align project timeframes and delivery of full project scope Smooth running enabled project delivery on time (3 months) and budget (£35k) resulting in positive customer feedback that led to new business opportunities

l Led the implementation of start up for Bentley Motors, taking the logistic operation over previous provider The project had a budget of £125k, timeframe

of 3 months and included TUPE transfer of 80 employees Proved best practice in project and stakeholders management, which enabled the successful implementation, achieving an interrupted operation on time and on budget Improvements in operational KPIs and Health & Safety procedures led to customer satisfaction and new business opportunities

l Directed regular operational reviews with Nissan’s key stakeholders though end to end process review, performance management and implementation of continual improvement plan Proved capability to solve operational issues and seniority to attend meetings with senior executives and effectively understand and act on customer’s requests

l Formulated an innovative strategy for the project management’s department by the creation of a new role (Project Coordinator), implementation of quality checks and team performance monitoring As a result the project department now has the resources available to cope with future business requirements and tools in place to improve and measure team’s performance

Avon Cosmetics: Project Leader - Brazil (May 2008 - Dec 2009)

Avon is a leading global beauty company, with over $11bn annual revenue Avon is the largest direct seller with presence in more than 100

countries and with approximately 6.4m active independent Sales Representatives

l Successfully implemented Avon’s state-of-the art Distribution Centre in Latin America, a project with a $160m budget and over 40 direct team members

by the utilisation of project management and corporate governance best practices, agile problem solving and efficient team motivation Smooth running enabled project delivery on time and budget resulting in positive senior stakeholders’ feedback

l Created and implemented a business case of £200K for a new contract management department The project consisted of hiring and forming a strong human resource team, and finding and implementing a reliable contract lifecycle system Successful implementation led the company to reduce overall contract process timeline, effective contract management (SLAs , renewals, etc) and adopt processes created in all new projects in Latin America

l Defined and launched a project to evaluate opportunities in the current distribution model for improvements in the service level and logistics costs The initiative resulted in approval for the project implementation which would make changes in the picking and packing activities and bring reduction in freight costs and customer complaints

l Participated in international contract agreements that exceeded $20m Proved negotiation skills by closing contracts with suppliers from Austria achieving finance and technical expectations

Whirlpool SA: Head of Projects, Transport Latin America - Brazil (Nov 2007 - May 2008)

Whirlpool Corp is the world's leading manufacturer and marketer of major home appliances, with annual sales of more than $18bn in 2010, 71,000 employees, and 66 manufacturing and technology research centres around the world

l Led a project to identify transport synergies and cost-savings opportunities between countries in Latin America Initiated regular team planning and review meetings where collaborative problem solving was encouraged, creating stronger team cohesion and improved communication across different countries

l Formulated Latin American’s S&OP (Sales and Operations planning) strategy, along with marketing and sales, by the analysis of country’s processes to identify good practices and tendencies Successfully managed a cross functional and multi-cultural team through the implementation of a standard process within the region

l Directed commercial negotiations with a number of ocean freight providers, realising savings of approximately £23m on total freight cost contributing towards bottom-line improvement for the company Proved seniority to be the focal point to negotiate with large corporations

l Led the transport project department (Brazilian market) through a change process to bring transparency, compliance and cost reduction to the freight procurement process in a budget of £60m Successfully promoted to cover the entire Latin America region

l Designed and implemented an innovative and socially responsible project to deliver new refrigerators into Brazilian’s slum areas and collect and recycle the

Career History:

old ones The project had a £300K budget and involved a multi-disciplinary team (marketing, sales, R&D and production) The success of this

implementation was covered by the Brazilian media and enabled new business opportunities in other states

l Successfully obtained approval and implemented a business case for a new logistic information system to achieve a better cubic meters utilisation and accurate suppliers’ performance management generating savings of approximately 10% of total freight costs

DHL Supply Chain: Key Account Manager - Brazil (Jan 2005 - Dec 2006)

DHL in Brazil is the leading logistic provider with around 7,000 employees and a turnover around £300m

l Created and implemented account development strategies for top four pharmaceuticals manufacturers that significantly enhanced growth Key customers include Pfizer, Eli Lilly, Abbott and Sanofi Aventis As a result, revenue increased by approximately 25% per customer Proved sales, analytical and quantitative skills by the identification of customer needs and development of business proposals

l Achieved adherence between operational performance and contract profitability through regular team meetings with key stakeholders and detailed knowledge of operational processes Effective contract management enabled DHL to achieve all KPIs and SLAs agreed in the contract

l Developed operational procedure to evaluate root cause of repetitive operational issues, resulting in a sensitive reduction in customer complaints and operational costs

Name:

Mr Alastair Pooley Nationality:

British

Sponsored:

Yes Current Course:

Executive MBA Interests:

Part of a group involved in international cave exploration and deep wreck diving

Responsible for identifying the wreck of the Leonatus, sunk in WW1 off Shetland Keen, published photographer

A highly motivated and experienced senior manager with a key role in innovating and growing business at an IT services provider Manages teams covering all aspects of cloud computing and data centres

Ran a number of programmes from product development, organisation design, graduate recruitment, compliance audits and restructuring Driven strategic management decisions which have consistently raised standards and increased profitability

Instrumental in driving through organisational change which directly affected 140 staff This resulted in the business increasing revenues by £2m per annum without additional headcount

Negotiated a £5.5m saving over seven years in licensing costs Restructured IT infrastructure from 18 sites to two which generated a further saving of £500k p.a with no impact on service

Initiated and drove a programme of workshops to encourage technical and operations staff to understand the issues customers encounter, to assist in addressing them and enhancing customer experience

Curriculum Vitae: Mr Alastair Pooley

Star Technology: Director of Infrastructure and Architecture - Reading (June 2006 - Present)

A cloud computing service provider in the UK with a turnover of £50m and 240 staff located across seven UK locations Involved in the early development of Messagelabs which was subsequently spun out of Star and sold to Symantec in 2008 for £400m

l Envisioned and created the MPLS product line which represents £16m per annum of revenue Involved in strategic innovation including SaaS, PaaS, IaaS while at Star and worked on the development of Messagelabs Instrumental in designing and launching four data centres across the UK These sites represented a combined investment in excess of £40m over the last decade

l Managed several restructuring/change programs as the business has evolved; in 2010 the organisational redesign affected 140 staff and has allowed an increase in revenue by £2m p.a with no increase in headcount

l Manages three teams of 20 staff across four locations who operate the infrastructure used to support all the company's services with a budget of £8m per annum Represents Star Technology at trade shows, customer seminars and events

l Led the implementation of ITIL within the network management function, a move which has paid dividends in reducing major incidents by 22%

l Modelled cost to serve across the entire product line to provide better business intelligence to the sales organisation and more effective understanding of margins Gross margin has subsequently improved by 2%

l Was offered a fully sponsored Executive MBA at Cranfield as part of a retention strategy

Star Technology: Network Operations Manager - Gloucester (Jan 2001 - June 2006)

Promoted internally, responsible for Network Operations for Star Internet and in its early days the sister company Messagelabs Day to day management of four networks for the group, including Star’s Internet backbone and Messagelabs European network

l Ran Star’s graduate recruitment programme for two years, conducting interviews and running assessment days to select appropriate candidates The program generated a number of key managers and employees who continue to be seen as leaders within the organisation

l Designed and implemented Star’s network and server infrastructure, including security, NAS infrastructure, email and monitoring systems Achieved setup and negotiated all of Star Internet’s peering and transit agreements (130+ peers) and upgraded the connections over the years from 4mb initially to 55Gbps

l Sucessfully managed a network engineering team of eight people, a 12 person 24/7 Operations team, a nine person second line support team and an eight person core applications team

l During this time, Star Internet went through several re-structuring programmes Successfully managed redundancies and assisted staff through the exit process whilst maintaining productivity and positive forward thinking amongst those who remained on staff

Career History:

Executive MBA Interests:

An avid sportsman; still playing competitive cricket and an RYA Coastal Skipper who also enjoys golf, squash and skiing

Although no longer playing rugby, have been coaching children for three years

A dynamic and high performing leader, with extensive experience of strategy development and planning, board level engagement, change management, programme delivery, financial management, people and resource management A highly motivated individual who thrives under pressure and specialises in relationship building

in order to bring together and lead large multidisciplinary teams Now looking for fresh challenges in a new environment

Developed the Capability Management Strategy for an MoD Directorate, ensuring coherence with the high level Strategy for Defence and the identification of capability requirements, gaps and priorities

Managed a £5bn portfolio of capital projects across a 10-year planning horizon and realised savings of over £150m through proactive and detailed analysis of interdependencies and efficiencies

Negotiated the establishment of Armed Forces Community Covenants with Newcastle and South Tyneside Councils by successfully influencing key decision makers and bringing together diverse stakeholders

Curriculum Vitae: Mr Mark Mackenzie Crooks

Commanding Officer (CEO) of British Army Regiment - Newcastle (Sep 2010 - Date)

Leadership and management of a multi-disciplinary, multi-cultural organisation of 450 personnel Accountable and responsible for all activities and performance, direct control of a budget of over £1m, management of facilities and equipment, health and safety, recruiting and all other HR functions

l Planned and led the review of operational outputs through a strategic redesign of the organisation’s processes for generating reserves Ensured greater preparation, augmented training and optimum utilisation of resources that delivered a 60% increase in output levels

l Negotiated the establishment of Armed Forces Community Covenants with Newcastle and South Tyneside Councils by successfully influencing key decision makers (Lord Mayors, Leaders and Chief Executives) and bringing together key stakeholders from local authorities, businesses and third sector organisations The resulting commitment ensures that veterans, serving soldiers and their families are fully integrated with the local community and their particular needs are better supported

l Formulated and justified £1m operating budget for the Regiment Detailed analysis of the financial requirements necessary to acheive organisational outputs, clear articulation of relevant priorities and the demonstration of significant efficiencies resulted in a 30% uplift to annual budget despite stringent savings measures

Strategic Business Manager of Head Office Capability Directorate - London (Jan 2009 - Aug 2010)

Chief of Staff of a joint service equipment capability directorate, in the Ministry of Defence Head Office, responsible for strategy development and strategic planning, financial programming, change management and implementation, business, process and personnel management and branch outputs

l Developed the directorate’s Capability Management Strategy Identified military capability requirements and established strategic priorities through

influence, consensus building and negotiation with stakeholders and by driving coherence with the high level Strategy for Defence The resulting strategy ensured that future equipment programmes are properly aligned with Defence strategy and available resources

l Controlled and managed the finances for a £5bn portfolio of complex capital projects across a 10-year planning horizon Through detailed analysis of portfolio interdependencies and efficiencies delivered savings of over £150m in the first three years alone

l Redesigned the internal structure of the directorate through a root and branch review of resources and required deliverables that included and empowered staff Aligned resposibilities and objectives with the emerging Strategic Defence and Security Review and successfully reduced directorate manpower by 25%, whilst maintaining outputs at original levels

Leadership Instructor at Royal Military Academy - Sandhurst (Apr 2008 - Dec 2008)

Command of a company of 90 officer cadets, international students and staff Responsible for all aspects of theoretical and practical leadership training and education and personal development

l Delivered leadership development and training to a disparate, cross cultural audience of young adults by offering personal example, formal lessons and practical opportunities, inspiring over 95% of the company to commission successfully

l Rejuvenated officer recruiting for the Royal Artillery by introducing improved engagement opportunities with cadets and a refined selection process that reduced pressure on candidates and resulted in 100% fulfilment of recruiting targets for the first time in two years

Sub-Unit Commander (MD) of Unmanned Air Systems Battery - Portsmouth (Sep 2006 - Apr 2008)

Leadership and management of an Unmanned Air Vehicle unit of c.120 officers and soldiers in both UK and operational locations, responsible for all aspects of training, welfare and career management

l Pioneered the introduction of a new and complex £450m unmanned air vehicle capability enhancement into operational service Managed diverse

stakeholders, accepted risks and overcame unforeseen obstacles with agility all in the most demanding of environments The resulting enhanced capability was fielded nine months early and was developed beyond expectations, driving operations thereafter

l Managed the roll-out of a innovative new catering contract by establishing a strong relationship with the contractor to influence the delivery of the service, overcome customer antipathy and resolve teething issues The resulting service delivered higher than expected standards and increased satisfaction in the organisation

l Planned and delivered the education to junior officers across the regiment and successfully organised and conducted a three-day battlefield tour of

Normandy for over 60 officers

Military Assistant to Member of the Army Board - Bristol (Sep 2004 - Aug 2006)

Personal Staff Officer to the Technical Director (Major General) on the Army Board

l Managed all outer office business for principal, quickly distilling complex issues, providing specialist advice and routinely briefing at Army Board level Prepared minutes, presentations, briefings and speeches, providing discrete support during meetings and overseas engagements, which ensured principal was able to achieve the effects required

l Delivered career management and advice to over 200 fellow officers Provided individual career plans and the interface with the Army Personnel Centre in Glasgow and ensured that all positions were filled with the right people at the right time

Career History:

Name:

Mr Julian May Nationality:

British

Sponsored:

Yes Current Course:

Executive MBA Interests:

Voluntary work: Mencap and Alzhemier's Upaid director for umbrella organisation for local voluntary sector called Empowering West Berkshire

Travelling and learning about different cultures

An innovative and driven manager with over 10 years of leading multi-functional teams Project and consultation management experience with public and private stakeholders A marketing and communications expert in print, broadcast and new media, events manager and project launch specialist who is dedicated, loyal and

a flexible team player

Co-managed transformational online grant application system - internal/external change management – £700k of grants to circa 300 local good causes Managing strategic delivery/roll out of phase II

Single-handedly managed and delivered company rebrand and redesign of company websites on time and on budget (£100k) in just 12 weeks – from tender to sourcing and producing all content

Researched and wrote the application which won Greenham Common Trust the coveted Queen’s Award for Enterprise: Sustainable Development 2012 – the only charity ever to win the award three times

Post Graduate Diploma in Newspaper Journalism

De Montfort University, Leicester

1998 - 1999

BA Hons Degree in English and Media

De Montfort University, Leicester

Curriculum Vitae: Mr Julian May

Greenham Common Trust: Communications and Events Manager - UK (Mar 2009 to Present)

Grenham Common Trust is an award-winning charitable trust which has delivered around £17m of charitable grants to local good causes through the transformation of a former nuclear airbase into a sustainable business park which supports around 150 businesses employing over 1,500 people

l Led the £100k strategic project management and roll out of the Trust's online application system: findmeagrant.org Managing strategic business plan for phase II, which includes a change management programme, bolt-on, added-value services to make an end-to-end voluntary sector experience which will not only match grant seekers with grant makers and the public to give donations but will create a network for businesses and professionals who want to offer their services to the voluntary sector

l Led a concept-to-delivery public consultation exercise for a £10m community building and Wharf redevelopment programme on behalf of the Trust in partnership with West Berkshire Council The public consultation included managing soft and hard copy presentations to around 2,500 commericial/public sector and local resident stakeholders Led strategic negotiation with Trust Board and West Berkshire Council CEO

l Single-handedly delivered whole rebranding process for the Trust and Greenham Business Park from tender to delivery Achieved in conjunction with the redesign of the company websites Delivered within tight deadline and within budget (£100k) Previous websites were inaccessible, out of date, had no human interest or interactive elements Linked to a strategic marketing plan to increase charitable giving by 10% year-on-year and develop sustainable long term relationships with stakeholders

l Managed the launch of the Innovation Centre in Basingstoke - an incubator hub for fledgling start-up companies, negotiation on design configuration, rent capitalisation and ROI Led website, press launch and recruitment of tenants Managed the launch of Broadway House - a one-stop-shop for counselling and voluntary sector organisations with shared services in Newbury Negotiated strategic requirements in terms of balancing ROI with the often sensitive requirements of stakeholders

l Initiated the concept of an Advent performance programme for Newbury town centre businesses to raise £50k for local charities Managed and designed strategy, operations plan and marketing plan for the event Negotiated with retailers/business owners to establish a win-win partnership sharing opportunity

to deliver CSR outcomes and added-value services for charities

l Led an international fundraising process and project management of a new memorial to commemorate the lives of US servicemen who were tragically killed

in two accidents above the base in December 1944 Consultation and negotiation with RBL, US Air Force, surviving relatives, stonemason and designer Managed and created a fundraising brochure, soft and hard copies, which helped to raise the £20k required to construct the memorial Managing the senior royal dedication of the memorial

Empowering West Berkshire: Director Trustee - UK (Jan 2011 - Present)

Set up a limited company and charity status for umbrella organisation for the voluntary sector in West Berkshire called Empowering West

Berkshire EWB supports around 400 local organisations giving fundraising, bid writing, compliance, governance and legal advice and training Directors are unpaid

l Wrote the successful £2m Transforming Local Infrastructure bid which will increase resources for volunteering and will mean the creation of an equalities and diversity website and database for West Berkshire

l Co-managed a client database, staff electronic stakeholder meeting and outcomes timesheet and designed EWB website The cloud-based system allows the monitoring of staff delivery and outcomes which is transparent and drives senior reports The interactive database and timesheets have created an interface with stategic objectives and have enhanced customer service for clients

l Director trustee who manages the strategic direction of the organisation and finalises the Service Level Agreement with the local authority West Berkshire Council Currently managing three staff

l Conflict management and dispute resolution Mediated a dispute between staff member and director successfully avoiding legal action

l Manage all of the marketing and communications for EWB

Recruiter and Resourcing Magazine: News Editor - UK (Sept 2007 - Mar 2009)

Business magazines for the recruitment and resourcing industry

l Organised the Recruiter Awards Ceremony - prestigious event in the HR calendar at the Grosvenor House Hotel - 250 guests and 30 shortlisted

companies Led the logistics, operational planning and marketing for the event including company video pitches, negotiating deals with the hotel for food and accommodation

l Managed a team of six reporters and two sub editors to deliver two weekly business magazines Sourced and wrote news stories and features and

managed news and features content for both magazines.Sourced and wrote stories and features at the same time as editing reporters' and freelancers' copy and manged the newsdesk for two weekly magazines under very tight deadlines

l Organised exclusive interviews with entrepreneurs such as former Dragon James Caan and celebrity Max Beesley Forged important relationships with CEOs and directors, including influential institutions such as the Chartered Institute for Personnel and Development and the Institute of Directors

Interviewed CEOs and MDs from FTSE 100 companies every week to deliver cover feature stories and hard-hitting news and comment

l Managed on-the-job training and development of junior reporters to prepare them for exams and more senior roles All of the reporters coached were promoted in the company or attained more senior roles on other titles

l Formed part of a Government lobby group on recruitment and training led by the Recruitment and Employment Confederation to protect the rights of agency workers and promote recruiters' ability to successfully, afforadably and efficiently deliver recruitment and resourcing needs to hundreds of

businesses Tabled in the Agency Workers Directive and debated in the House of Commons

l Initiated a culture of openness where all of the team were encouraged to share ideas which were developed pluralistically The conventional approach to managing news teams was very much top-down and new ideas were frowned upon

Career History:

Newbury Weekly News and Trinity Mirror: Regional Titles News Editor - UK (Oct 1999 - Sep 2007)

An award-winning regional newspaper with circa 30,000 readers - two weekly news products, monthly lifestyle magazine, monthly business

publication and website Format: broadsheet and now compact Trinity Mirror East Kent titles tabloid and compact circa 25,000 sales Three titles

l Managed teams of up to 10 reporters, three sub editors and three photographers producing three weekly print products under tight deadlines and difficult working conditions Wrote stories, features, reviews, produced supplements and managed the newsdesk and picturedesk at the same time

l Managed the launch of Newbury Today which won the Newspaper Society Best Regional Newspaper website award in the year of the launch Managed the reporters of the Newbury Weekly News to win the Newspaper Society's Paid for Weekly Newspaper of the Year

l Researched and reported on many high profile national stories such as the Turner Centre in Margate, the Pemberton murder inquiry,the Vodafone

headquarters, Greenham Common being handed back to the public, the Newbury Bypass and the Ufton Nervet Train disaster Also the protests against nuclear weapons manufacturer AWE in Aldermaston Exclusive interviews with Margaret Thatcher and Ian Duncan-Smith, Charles Kennedy, William Hague when they were leaders of the Conservative Party

l Managed special supplements such as covering three General Elections - co-ordinated reporters in four counties and three photographers to produce and get out on the street the next morning a 20-page supplement espousing the drama of the election Managed the co-ordination of six reporters and three photographers at the crash site, emergency services HQ and hospitals to report on the Ufton Nervet Train crash which killed nine people All staff worked through the night to produce the supplements

l Met very tight deadlines to create up to 100 editorial pages a week Successfully delivered managing the newsdesk in conjunction with copy tasting all news and features and ensuring that all copy, especially court copy was legally sound

l Responsible for training and development of all junior reporters to sit the National Certificate Exam Sucessfully delivered 15 reporters through NCE training

Name:

Mr Jim Moseley Nationality:

British

Sponsored:

Yes Current Course:

Executive MBA Interests:

Spending time with my family and friends, playing hockey, cycling, keeping generally fit and cooking

A highly motivated Commissioned Officer in the Royal Navy and successful manager with over 24 years' experience of leading and developing high performing teams in challenging situations across aviation and maritime environments Pragmatic, innovative and equipped with superior leadership, presentation and instructional skills, coupled with the ability to manage demanding workloads, achieving deadlines under pressure with accurate results

Implementation of Defence Reform following Governmental Review to deliver 25% manpower reductions, efficiencies through process redesign and organisational development across Royal Navy Headquarters

Delivery of change as part of Royal Navy Transformation team, improving efficiency and effectiveness at tactical and strategic levels, saving £100m over five years at Royal Navy Headquarters

Improved the weapon delivery process productivity in HMS Illustrious by 70% enabling the ship to meet the operational requirements

Diploma in Management Consulting

Chartered Management Institute/Institute of

Gratuateship Award In Leadership and Management

City & Guilds Senior Award (National Qualification

Royal Navy HQ: Internal Business Improvement Consultant - Portsmouth, UK (Mar 2010 - Present)

One of four internal consultants providing business improvement and change management advice to a workforce of approximately 900 military and civilian personnel Initiating, planning, facilitating change workshops and providing guidance on implementation of change

l Collaborated with senior management on a strategic Defence and Security Review implementation Analysed potential risks-opportunities which could impact on operational capability Delivered new organisational reforms, improving working efficiencies through process redesign and successfully reduced the manpower by 25% to Governmental guide lines

l Successfully reviewed and redesigned business process across the organisation to create better ways of working in the delivery of outputs such as

introduction of an asset management system to account for and track communication assets fitted to ships and other military units worldwide

Royal Navy: Air Weapons Supply Officer - HMS Illustrious, UK (Jun 2008 - Mar 2010)

Officer in charge of weapon delivery Leading a team of 15 highly skilled technicians and responsible for the delivery of all munitions to the Royal Navy’s Flagship and its embarked units to enable ships tasking to be achieved

l Integral link between the critical weapons supply department and other departments to co-ordinate and deliver weapon requests in response to the Air Tasking Order to meet operational requirements This included forecasting, managing the usage and replenishment of munitions in various locations worldwide

l Successfully project managed the safe embarkation of the ships entire munitions requirements over a period of four days managing and leading a team of 50 personnel Responsible for the safe handling and movement of munitions throughout this period ensuring that all risks were mitigated and ensuring

compliance to all safety regulations Achieving the full embarkation six hours early enabling the ship to sail early to satisfy emergent tasking

l Leading a team of 65 specialists as the Officer of the day of HMS Illustrious ensuring the safety and security of the ship and its personnel, both in the UK and abroad

Royal Navy: Internal Business Improvement Consultant - Portsmouth, UK (Jan 2007 - Jun 2008)

One of six LEAN and Continuous Improvement facilitators within the Transformation Change Programme Facilitating change workshops across all areas of the Navy Command Headquarters achieving savings of £100m over five years

l Delivering change workshops across all areas of the headquarters ranging from HR to supply chain Using LEAN methodology to identify areas of duplication and waste within the organisation, to achieve manpower reductions and cost avoidance

l Working with teams ranging from 10 to 40 members to negotiate and agree cross boundary responsibilities and engaging with external stakeholders

l Creating an innovative approach to the delivery of capability through the development of multi-disciplined teams to improve the delivery of capability to the Royal Navy

Royal Navy: Weapons Technician - HMS Illustrious, UK (Jan 2005 - Jan 2007)

Supervisor of weapons workshop controlling the storage, issuing, handling and accounting of explosive stores in HMS Illustrious

l Successfully led a multi-disciplinary team to improve the weapon delivery process of the workshop by 80% through innovative solutions challenging existing paradigms and procedures Creating a safety case to support the ability to assemble weapons in store houses thus removing the requirement for transit of weapons and therefore reducing delivery times dramatically

l Leading and inspiring other team members to also create similar innovative solutions, such as reorganisation of stores to maximise capacity and flexibility to meet emergent weapon requirements

l Received a recommendation and achieved selection to the Commissioned Officer Corps after successful completion of Admiralty Interview Board assessment centre

Royal Navy: Aircraft Vibration Analyst - Gosport, UK (Nov 2001 - Jan 2005)

Sea King and Lynx vibration support desk officer, providing third line remote specialist technical support to the Royal Navy Fleet of aircraft with respect to vibration

l Acting as subject matter expert providing specialist advice to front and second line unit engineers in order to rectify vibration related faults and technical advice on preventative maintenance

l Gathering and analysing airborne vibration data in raw and filtered formats in order to quickly diagnose and predict maintenance requirements for the aircraft

l Project management to source, test and deliver into service the Universal Static Balance Fixtures These units enabled in-house helicopter main and tail rotor blade repair and re-balance, increasing availability of spares and reducing repair costs

Career History:

Keen cyclist and kayaker

Travelling and teaching English abroad

An ambitious, motivated professional with a diverse background in Development, Consultancy, Public Health and Fashion Experienced in complex, institutional project management and administration of multiple contracts with a diverse range of constituents Faultless administration, exacting standards and the ability to work to deadlines whilst juggling numerous competing priorities

cross-Awarded the Cranfield MBA Scholarship for Women

Organising and delivering an Australian gala dinner, celebrating Australia/Oxford links, attended by notable alumni donors The dinner resulted in over £5m in pledged donations

Developed a reporting system which produced call traffic analysis, facilitating a new rota system at the South Central Flu Service Through more effective staffing centre costs were reduced by 40%

Negotiation of the contracts securing UK retail rights for top boutique brands at Discoo Ltd

The University of Oxford: Development Assistant - Oxford (Oct 2011 - Present)

The University of Oxford launched the biggest fundraising Campaign in European history in 2008, with a target of raising £1.25bn in philanthropic support In conjunction with academic and development colleagues throughout the collegiate University, 90 central staff have surpassed this target

l Organising and delivering international gala events and donor dinners with a budget of over £100k, raised from corporate, private and University

Meteos Ltd: Executive Assistant - Oxford (May 2011 - Oct 2011)

Meteos is a globally networked not-for-profit consultancy firm that facilitates action-focussed dialogues and networks between industry and investors within healthcare, energy and urban sustainability

l Supporting company directors by providing faultless diary management; coordinating extensive international business travel, scheduling meetings, events and interviews Business development support; project and financial planning and management

l Project management; organising and prioritising large volumes of information using discretion in when to involve others in the decision making process

l Using Oracle to complete company accounts and file returns in order to comply with HMRC requirements Responsible for invoicing, payments, expenses and payroll

l Event management; site selection, coordinating travel, production and distribution of meeting materials, and on-site logistics

The Health Protection Agency: Business Support and Emergency Planning - Oxford (Sep 2007 - May 2011)

The Health Protection Agency is an independent body that protects the health and well-being of the population through a network of local units The Thames Valley Unit consists of 30 staff over the clinical and business support teams and serves a population of over 2m people

l Working to develop the South East Migrant Health Network which aims to enable health and social care professionals as well as voluntary agencies in the South East area of England to work together more effectively to understand and meet the needs of migrants

l Organising and implementing multi-agency emergency planning exercises These prompted a more streamlined emergency resource grab bag being developed which is now used by public health teams during on call periods where office access may not be possible, so a portable resource library is needed

South Central Flu Service: Centre Manager - Oxford (Jun 2009 - Sep 2009)

The South Central Flu Service was established by the South Central Strategic Health Authority to advise clinicians on rapidly changing protocols and government response to the H1N1 epidemic in 2009

l Led a team of 24 clinicians and two administrative support officers responding to queries from the public, GPs and hospital professionals

l Developed systems for recording, analysing and auditing the centre's responses to public and GP queries and information requests which allowed

streamlining of staffing, reducing costs by 40%

Discoo Ltd: Operations Lead - London (Jun 2006 - Jun 2007)

Boutique online fashion and beauty retailer specialising in exclusive brands and featuring a celebrity fashion and trend blog

l Negotiated contracts with leading brands, agreeing capsule collections that would be stocked in the boutique

l Introduced a same day delivery service for all customers within central London at a standard delivery rate

l Contributor to Style Bleed fashion blog which highlighted celebrity endorsements and the next catwalk inspired looks The blog enabled search engine optimisation resulting in a 60% increase in traffic to the website

Career History: