TOM BERRETT

– Joining the Transformation team at Fastmarkets at the launch of a Value Creation Plan, my primary role was to enable clear tracking of activity and establish the operating rhythm to drive C-suite decision-making and ensure accountability against strategic objectives. Simultaneously I would deliver a key customer service project within the VCP portfolio. Key Achievements: – VCP Delivery Enablement: Implemented, and drove adoption of the Maestro platform to create a single source of truth for Value Creation Plan project status, budget, risks, and benefits realization. Implemented monitoring, reporting, and governance strategies for C-suite and Senior Leadership Team – Project Delivery: Directed a high-priority Customer Service Excellence initiative - Increasing self-service by standardizing query intake, defining a service catalogue, implementing process improvement and launching a customer support hub. – Transferred query management to front-office teams, freeing up high-value resources to focus on proactive value-add activities and take cost out the business.

– At Evaluate, which grew and merged into Norstella, I held an Operational leadership role reporting to the Chief Data Officer, my focus was on driving operational excellence and delivering measurable outcomes contributing to the organization's continued growth. Key Achievements: – Delivered operational measurement, control and continuous improvement loops across key processes - resulting in significant positive customer outcomes – Introduced & led Jira based Change Advisory Board process along with standard operating procedure documentation enabling effective management of priorities and resources – Led cross functional reengineering of the most high-profile operational process aligned to new software introduction – Outsource supplier contract renegotiation, management and eventual strategic exit including the in-sourcing of ~100 Indian based staff to Norstella – Built data driven performance measurement culture and capability including functional, team, individual, process & customer views

– Working in the IT PMO function, to deliver system and operational change to fulfil the bespoke needs of a new key strategic partner/client based in Saudi Arabia. Key Achievements: – Influenced senior management to amend plans for expensive technical build – Delivered a cheaper more agile interim solution at low cost to meet the needs of a contract worth > £1,000,000 p.a. – Specified, costed, developed the business case, and gained board approval to build for digital certification capability – Enabled better customer experience, faster operations and real cost savings of > £100,000 pa – Led business change and project management activity to fulfil business benefit

– Member of operations senior leadership team, leading an 8 strong internal consultant and professional services function consisting of SMEs, project managers, business analysts and developers in identifying and delivering continuous improvement & change projects from inception to delivery. Key Achievements: – Delivered outsourced, offshore marking capability of over a million GCSE question responses in 2018. The solution met strict quality and time target and had the ability to scale further driving further efficiencies & greater cost reduction. It has subsequently been successful in 2019 as “business as usual” for over 5,000,000 responses – Identified, proposed, and delivered a significant process change to enable better control, quality assurance and analysis of £30,000,000 of operational payments p.a. – Successful outsourcing of high stakes operational activity with savings of 75% - circa £1,000,000 p.a – Driven improvements to operational cost control ensuring new products and services are costed effectively prior to delivery. Implemented mechanisms to effectively plan and manage a bottom up budget of >£65,000,000 and ensuring alignment between sales projections and direct costs – Jointly implemented operational customer contact strategy - significantly reducing work and cost by enabling self-service to prevent contacts, increasing 1st time resolution, and transitioning more activity to offshore based helpdesk – Led a change programme aligning 3 distinct and very different product teams to ensure a cleaner and more standard operational process from our shared service operations teams to better enable the outsourcing of this activity