Project Portfolio

SAP Project & Change Management

HARRODS

Implementation of SAP S/4HANA upgrade to modernise the food buying lifecycle from new product development, buying, planning, production and sales across retail and restaurant channels. I worked as the Project Manager across a team that included internal colleagues, contract resources and Accenture as the implementation partner.

Key contributions and successes:

Mapped out ‘as-is’ processes, identified gaps or risks to cutover, defined ‘to-be’ processes and overlayed SAP workflows.
Successful cutover to new ERP without any disruption to trade or customer experience - allowing a continuation of service across 10 Restaurants, centralised Food Production and Food Retail Sales at a major London destination.
Implemented a Change Management approach following ADKAR methodology, to ensure comms, training and processes embedded successfully.
Created ongoing work package regarding data investigation and open change requests as part of project closure.

Project Management

MONSOON ACCESSORIZE

Working with central stakeholders including the CEO, CTO, CFO, Retail Director and Head of HR – we delivered an updated labour model based on sales/transaction forecast and time/task algorithms to define an annual payroll model that was more cost-effective, whilst ensuring ongoing operational excellence and customer service. Working closely the Retail team and stores, ensuring collaborative project delivery to key financial targets and deadlines.

Key contributions and successes:

Onboarded quickly, put solid structures in place, delivered to promise and then stepped out with the job delivered.

David West

Chief Transformation Officer

Programme & Project Management

ALLWYN

Built a programme delivery team to launch a new global brand identity and communication architecture, first by aligning two markets in Europe under Allwyn masterbrand, whilst laying the foundation for wider global rebranding across the US and wider regions.

Key contributions and successes:

Brand Campaigns: managed creative development and execution for brand migration campaigns, including strategic switch messaging and integrated toolkits for local markets.
Global Sponsorship Activation: Rolled out F1 and McLaren partnership campaigns and social-first activations to reinforce Allwyn’s global positioning.
Digital & Social Media Strategy: Implemented phased global social media strategy and market playbooks to ensure consistent brand experience across platforms.
Budget & Resource Management: Secured multi-year budget approvals (9-figure) and optimised resource allocation across workstreams.
Strategic Roadmap to 2030: Defined long-term objectives for brand awareness, digital growth, and market expansion, positioning Allwyn as a global leader in lottery-led entertainment.

Deployment & Change Management

INCHCAPE SHIPPING SERVICES

Responsible for planning and delivering a change of messaging platform across global operational centres, including EMEA, APAC and the AMERICAS. Combining Project and Change Management methodologies, my team and I developed the training, change and communication strategy, ensuring end-user engagement and adoption was maximised, alongside C-Suite level engagement and strategy planning alignment.

We also delivered a new international payment dashboard used across UK and India based accounts teams. Working directly with Product Owner/Manager, operational teams and corporate treasury colleagues, managing the deployment from UAT through to full rollout and handover to business as usual.

Key contributions and successes:

They kept a cool head when stakeholder management got difficult, consistently diplomatic but ensured decisions were made.

Michaela Davis

Senior Change Manager

Project Management

HARRODS

Project managed an RFP Procurement process, where vendors were invited to tender to offer contract catering services for staff food service outlets across Harrods flagship store, head office and distribution centre. We managed this process through to vendor selection, working with the project SteerCo and wider SME stakeholders.

Secondly, we managed the training and knowledge project as part of a programme of works to relaunch the Private Shopping experience at the Penthouse – an exclusive, invite-only experience for Harrods’ most valuable customers.

Key contributions and successes:

Focussed on solutions, combined with a tenacious commitment to quality, ensured that the project was delivered on time, within budget, and to a very high standard.

Patrick Duffy

Senior Retail Projects and Transformation Manager

Project Management

Greene King

Led a cross-functional project team in order to design and business case a brand transformation of an existing pub/restaurant brand. Covering all aspects of Planning, Governance, Resource and Reporting. The Project SteerCo included relevant stakeholders including CMO and MD. Working closely with the Brand Project Sponsor, my Project Coordinator and I worked with Subject Matter Experts from across Brand, Marketing, Operations, Food/Drink Development, Finance, Insight and People (HR). Taking the project from the Discovery stage, through Design to gain CAPEX approval from the investment board.

Key contributions and successes:

A great partner, always keeping us to account, emphatically and pragmatically.

Nuala Gallagher

Brand Director

Project Management

Seraphine

Initially brought in to deliver a new product launch across the UK, EU and US markets. Working with teams across Buying, Merchandising, Operations, Tech, Legal and Finance; I developed and led a delivery group of workstream leads.
My responsibilities were then further contracted, working alongside the COO, CTO and other senior stakeholders – to support Discovery, Design, Business Case and Implementation planning for several additional projects. This included a new CRM ticket platform and a Cloud Database Migration initiative.

Key contributions and successes:

Project Management

Evri

Management and coordination across several workstreams related to peak final mile performance and preparations. Utilising data analysis, stakeholder management and critical path planning to ensure all elements of delivery are prioritised, sequenced and delivered to schedule.

Key contributions and successes:

Attention to detail and ability to understand complex issues at pace is second to none.

Ash Walker

Director of Planning & Performance

Project Management

Fortnum & Mason

Project leadership and delivery of a major physical and digital refurbishment initiative for the 3rd floor of the iconic Piccadilly store, including a new bar, food and drink studio, a dedicated hampers retail space and technology improvements for the retailer.
Working across multiple departments and workstreams in order to deliver a major £multi-million scope. Engaged collaboratively with stakeholders, regularly reporting to secure sound business decision-making, across a variety of Project and Programme Governance requirements.
My time with Fortnums was then extended to support a Pop-Up Beach Hut experience on the Cornish Coast. Working with both the Property and Marketing teams, I delivered this both on-site and remotely with local contractors to a limited budget and timescale.

Key contributions and successes:

I would highly recommend!

Liz Darran

Chief Brand & Creative Officer

Business Development

JOHN LEWIS & WAITROSE

Engaged as the Lead of a newly formed team of business development professionals, with a clear remit to deliver significant change and transformation across retail stores. By reporting directly to the Retail Directors; utilising data analytics, status reporting, senior stakeholder management and governance.
Managed multiple senior stakeholders, conflicting priorities and resources, designing and implementing complex, people-focused change that delivered significant opportunities or risk mitigations. Using coaching, mentoring and delegation skills to develop a self-sufficient, highly effective team.

Key contributions and successes:

Co-led the business sponsorship for an organisational change of over 2,500 shop leadership roles across 360+ shops, saving multi-million pounds annually whilst promoting significant efficiency and customer gains.
Built an assurance project relating to working time, pay and conditions for senior retail stakeholders.
Co-ordinated early engagement between a new rental property development programme and JLP.

Had a great way with people and used strong relationships and a collaborative approach to make sure projects progressed as required.

Claerwen Roberts

Head of Retail Operations

Operations Management

JOHN LEWIS

Operational business leadership for developing and delivering a ‘fit for purpose’ stock operations strategy for John Lewis shops. Took the lead in delivering a series of continuous improvement (CI) and project-based initiatives to improve quality, customer experience and staff efficiency, such as the delivery of a retail handheld device replacement.
Focused on delivering improvements across IT capabilities, operational shop efficiency, annual stocktaking, financial control, and legal compliance. Engaged collaboratively with key stakeholders across the retailer.
Monitored retail operational performance, including day-to-day management, budgets, schedules and KPIs. Secured positive feedback from partners in shops, improving communication & automating manual tasks.

Key contributions and successes:

Full project lifecycle management and delivery, including project planning, scope, risks and issues.
Managed and led a centralised team of specialists in delivering operational and strategic targets.
Improved stocktake, inbound stock and replenishment, price ticketing and other related admin tasks.

Passionate, focused and helped bring shape to programmes. Working through complex issues and owned the resolution. Thinks customer first.

Naomi Simcock

Retail Director

Project Management

JOHN LEWIS

Project leadership and delivery, engaging on a portfolio of projects for a major UK multi-channel retailer, engaging collaboratively with stakeholders and managing end-to-end delivery, including planning & scope.
Communicated clearly with end users, creating and delivering project business cases and delivery plans, with projects ranging from just a few weeks through to major multi-year project deliveries. Responsible for all aspects of project risk management, resource deployment, scheduling, financial controls and benefits realisation. Leadership, management & motivation of a multi-functional team of project staff, including team mentoring.

Key contributions and successes:

Delivered the £1.2m Place to Eat Concepts Project, improving space utilisation and new concepts in shops.
Championed the development of a new iOS App for Shop Floor use, a £500k capital investment.
Project-led two physical estate projects to implement new foreign exchange desks and safes into 9 branches, with a total budget of £435k CAPEX.

Always open to hearing new ideas, equally giving appropriate challenge when needed. He was always on top of the actions required, assigning resource and tuned into the key risk areas.