Mary Harries ACC MEng MIMechE PMP

TEAM LEADERSHIP I manage a team of twenty people across two sites in France. the teams are responsible for the Configuration Management of all Thales DMS projects across the Underwater Systems Business Line. This also includes managing the administration of the company PLM and training operational teams in managing configuration and using the PLM and ERP systems. COACHING & TRAINING Building the skills of my team and supporting them in their development is a key part of my role. I coach the managers in my team to support their development. I also train teams across the organisation in product development processes and problem solving methodologies. I am a mentor to colleagues within Thales and also outside the organisation. TRANSFORMATION PROJECT MANAGEMENT I lead a transformation project that aims to improve products and customer experience. I work with a cross functional team spanning Engineering, Service and Operations to implement new ways of working and use digital technology to improve knowledge management.

STRATEGIC PLANNING I am responsible for the mid term industrial plan for the Underwater Systems business Line (UK, France, Australia). The plan translates the Strategic Business Plan into a 5 year projection for: Capital Expenditure, staffing requirements, sourcing and supply chain footprint etc. The plan also addresses the implementation of key strategic initiatives for business evolution and transformation. CROSS FUNCTIONAL TEAM LEADERSHIP I lead an international, cross functional team from all sectors of the business. This requires a collaborative and flexible approach in order to meet the needs of the business whilst also understanding the local priorities and constraints. COACHING & TRAINING I am responsible for leading specific strategic initiatives according to business needs. I coach and train operational teams to support transformation projects and to build maturity in project execution and engineering. MENTORING I am a mentor to a number of colleagues in the scope of overall career evolution and also job-specific knowledge and guidance . I enjoy drawing on my experience to help and support my colleagues.

TRANSFORMATION & CHANGE MANAGEMENT As Engineering Maturity Leader I worked with the engineering senior leadership team to define a new vision to improve maturity in product development execution. I used creative problem-solving to identify strategies for transforming working practices and the organisation. The resulting transformation plans required strong change management through communication and coaching to enable implementation in a sustainable way. TRAINING & COACHING In this role I developed and delivered a number of training courses, specifically to upskill teams across all functions in 8D Problem solving and FMEA. I also coached teams in the corporate product development process to raise skill levels, improve collaboration and also to create a feedback loop back into senior management about the difficulties and challenges being faced by the operational teams. This approach helped to escalate a number of recurring problems that had not previously been highlighted at senior management level. LEADING THROUGH INFLUENCE I lead a team of maturity leaders across the business. This was a completely new role for me and the team, so creating a vision and an understanding of the purpose of the new role, was a major part of my scope. I built the vision for the team using pragmatism and coaching, whilst trying to inspire the team to see where the new role could lead. I was also required to influence senior management across engineering, operations, quality and service departments in order to deliver transformation. CONTUNUOUS IMPROVEMENT & SIX SIGMA This role allowed me to draw on my continuous improvement and six sigma background which all contributed to the practices and processes that I used in order to implement change and improve maturity. A key element in the improvement of maturity was to incorporate lessons learnt and a kaizen culture into the existing product development processes.