Supply Chain and Operations Leader

Created a personal brand during the COVID-19 pandemic to share expertise gained over the years. Created & launched an express educational course on business process design and implementation, featuring a single case study that covers process design, re-engineering, and implementation tasks. Issued 2 publications on Kaizen and Lean Tools to guide businesses in their change journeys. Built digital educational channels on LinkedIn, Instagram and Youtube, on Kaizen and Change Management.

Invited to return to Toyota for a critical 12-month mission – to support OneToyota’s formation across Toyota Insurance and Toyota GB, a key role was played in developing a comprehensive transformation roadmap. Created and fully imbedded new Ways of Working in 60 days, that immediately contributed to reduction of project delivery times by approx. 25% through removed duplication. Established a Project Management Office that fostered a collaborative and agile working environment, moving away from traditional siloed structures and promoted a unified ‘one for all’ mentality among a diverse team of 9 project managers, senior directors, and the CEO. Provided intensive support to a junior project manager, resulting in a significant performance boost within 60-90 days and has led to their renewed employment contract. Mapped out and re-defined a clear sequence of activities for a Commercial Proposal generation process.

Delivered 6+ Transformation/Change Programmes for the Clothing & Home business, related to Planning, Ordering, Reporting and Warehousing. Mapped out transformation roadmap consisting of tangible modules linking to the overall Operational Excellence strategy. Circa 85% of initiatives delivered in the first 9-12 months. Led a company-wide rollout project of a new, much more customer-centric Availability metric – ‘DWA’.

After a 12-month fixed contract promoted to lead a self-defined, award-winning & a company-wide system integration project called E-PACE 2020. Reacted to a changing supply landscape with a number of developments that improved ETA Robustness for Non-Covered Orders from 67% to 85% over the last three quarters in 2019.

Promoted to support the business with a critical planning role during the P&G Brand acquisition. Cleared over £250k of POS/Marketing Materials and approx. £190k of expired stock held at the warehouse.