Development and embedment of Operational Processes (June 2022 - January 2023)•Led, developed the delivery of Operational Processes such as streamlining the way the organisation across 7 regions report on road closures and reduce the manual effort and resource that it currently takes to confirm and report on daily road closures. Overseeing our journey to Operational Excellence by promoting innovative ways of working, building on good practice, establishing robust, resilient business processes, and championing a collaborative working culture across the region.Integration Initiative Projects (September 2021 - June 2022)•Project Manager on leading on delivering 3 integration projects to realise over £100m of efficiencies, working with a breadth of stakeholders across Operations and Major Projects including external contractors aiming to reduce network interventions, integrating cyclical maintenance and renewals works to improve resource utilisation and drive efficiencies forwards. Work involved streamlining processes across cross-directorates building better planning capability across maintenance and capital works. Key achievements: To date achieved over £500k in efficiencies within a 6-month window, well in advance of current 2-year proposed target of £1m

Capital Delivery Management Tool Project (January 2020 – Sep 21)•Project manager in leading a team to deliver a complex IT change project (Capital Delivery Management Tool) from requirements definition through deployment, in implementing a new system to enable business reporting on Operations £4 billion capital delivery programme. Replacing legacy systems and amalgamating multiple datasets forming one source of truth, providing Operations to have an efficient way to understand Roads Investment Strategy (RIS) programmes •Led in defining project scope during project lifecycle, budget estimations, implementation plans goals and deliverables, ensuring all activities were appropriately organised and were resourced to deliver expected outcomes •Established collaborative and effective working relationships with senior stakeholders (external and internal) across cross-directorates including IT, Procurement, Major Projects, Regional Directors etc seeking direction on strategic changes and providing regular updates on project status and changes, resulting in significant interest and buy in to drive project forwards • Assigned and monitored resources to ensure project efficiency Key achievements: Led end-end process of developing business case and procuring and awarding £1m contract to an external supplier via digital marketplace to buy cloud services through G-cloud framework for project (utilising MoSCOW prioritization analysis method), assessing services that would contribute to decision making to deliver to time, quality, and budget.

Home, Safe and Well Project (June 2020 – Jan 2021)•Project manager in leading, facilitated Home Safe and Well Plan within Operations, driving forwards in delivering specific priorities regarding the health, safety and wellbeing aspects of our business’s core operations supporting safe customer journeys on the Strategic Road Network.• Plan was developed in conjunction with the expert health, safety well being teams across National Highways representing greater ownership and leadership by the Operational Leadership Team•Ensured plan was led overall by Exec Director of Operations by ensuring governance and control of the plan was established and agreed via setting up regular steering group meetings from across the organisations including Health and Safety • Ensured close co-ordination and alignment of plans and maintained progress via workstream reporting, mitigating risks and liaising with Action Managers, holding them accountable against deliverables, seeking clarity and challenging key decisions Key achievements: helped the org move our Safety Culture Maturity Score from Level 2 Reactive to Level 3 Calculative Safety Maturity – better understand of safety and performance

Programme Management Office (PMO) (June 2019 – March 2020) •Co-ordinated and led the successful procurement exercise in awarding Operational Excellence 2025 £50 million 5-year contract to our strategic delivery consultants to advise and support our Operations Directorate in addressing our Roads Investment Strategy efficiency gap. Co-ordinated senior stakeholders ranging from Commercial & Procurement, Legal to Exec Directors to ensure deliverables were met within timescales.•Developed a robust governance process, currently used by the transformation programme across 6 themes to enable the realisation of £600m of benefits across RIS2 period within Operations• Inherited a project (Agile) as a Project Manager (Project Management Planning Tool) at the delivery phase, identified risks, both associated directly with quality and budget. For example, identified that previous Project Manager wrongly defined requirements, systems was not ready for deployment. By establishing an evidence base to demonstrate concerns, developed a mitigation plan and sought senior management approval to implement, As a result, project was scrapped would not bring an ROI (return of investment) that will compensate for all the extra work and money that would be invested in the project.

Regional Operation Centre Project (ROC) (April 2018 – October 2018) •Project Manager in leading the delivery of a transformational change within Operations integrating Regional Control Centre & National Control Centres (RCC and NCC) staff into the Regional Operations Centres (ROC) whereby the aim was to integrate all elements of NCC and RCC i.e. functions and capabilities and roles under one roof to maximise opportunities for integrated, streamlined and collaborative working and ensure we deliver the best possible service to our customers. Enabling them to work across range of functions, tasks. This required working closely with stakeholders ranging from Operations Managers to Heads of, regional directors and HR Business Partners ensuring appropriate training and coaching plans were in place to deliver the required outcomesKey achievements: As a result, helped the org to shift away from reactive incident management to proactively operating the network so that we can offer the very best service for our customer, organisations second imperative. Project was delivered within 8 months across the 7 regions within the organisation ahead of 18-month schedule.

•Led and managed National Operations Quality Management system (QMS - a collection of business processes) to ensure effective, consistent, and safe ways of working across multiple regions. Worked closely with national and regional colleagues across the programme, to ensure that 50 safety and critical operational processes and procedures were up to date. Facilitated knowledge sharing of implementing processes/procedures across regions and various methods of communications to drive continuous improvement of the QMS and that it was widely accessible and nationally used using various different forms of media onto a new document hosting platform (SharePoint)•Provided comprehensive project support for project management activities including finance, project governance ensuring the accuracy and quality of project data and compliance. Assisted with project management products such as Risk Register, capturing of lessons learned. •Line managed and supported the development of a member of staff within programme whilst simultaneously working on projects. Improved team performance and enhanced output and continuous improvement. This was achieved by coaching and investing my time to support their development and help them define their career path, which has improved their confidence and quality of work and provided a significant contribution to the business.