Suzy Barlow

My current role is Change Director at Arriva Group reporting into the Group CIO responsible for group-wide technology Implementation and running a portfolio of programmes from ERP and Workday to large-scale data and BI programmes as well as specific programmes of work for Arriva’s mainland Europe businesses, UK Bus and UK Trains divisions. My role also includes setting operating strategies and establishment of change capabilities and establishing the Group-IT PMO. • As Change Director for Group IT, I deliver the following: o Devised the change strategy and associated methodologies for continuous improvement, operational capability assessment and business readiness model for supporting IT-enabled programmes. o Development of the Group IT strategy and operational capabilities underpinned by a Group IT engagement plan and communication strategy. o Established the PMO and defined project governance process, reporting and tooling for effective programme management, technical review, demand management and capacity planning across the full portfolio of programmes serving Mainland Europe, UKBus, UKTrains, and Group Functions. o Maintaining effective relationship with key business stakeholders and board members to align with corporate and divisional strategies, industry changes and business needs. o Work in partnership with Group finance to ensure end-to-end financing of enterprise programmes underpinned with appropriate funding models, demand planning process and management reporting. o Management oversight of the Solution Development teams responsible for delivery of a portfolio of programmes across the group and Arriva’s business divisions. This includes large-enterprise wide projects such as Workday and SAP/Hana with £m’s investment to specific transport-sector programmes that enable our Bus and Trains businesses.

Brought in to set up and shape a Transformation programme to save £47m within 2 years, this involves organisational restructure, Contact Centre redesign, Financial systems and process restructure, Lean process redesign and IT platform implementation (Click scheduling, Master Data system Cleanse, Oracle to SAP migration, CAFM system migration, AI Chat and robotic implementation). • Responsible to the Executive and Group Transformation Board for the full change roadmap delivery. • Programmes focused on improving engineering capacity, productivity and insourcing strategies that reduce supplier expenditure. • Developed a LEAN contact strategy design and Business Change Approach to ensure new technologies were embedded without wasteful processes and improved service capabilities. • Line managed a team of 60+ Project and Programme managers responsible for all cross functional change portfolio initiatives and produce a baselined plan for the BAU operational team to manage. • Turned around a weak performing projects and programme team through setting up controls, governances and coaching. • Established a PMO to give the stakeholder meaningful visibility on how all the change initiatives are performing as well as monitoring all projects to agreed governance.

Career Break to raise family, recover from Cancer Treatment and held voluntary positions: I held the following voluntary positions during this period which include: • Elected as Parish Councillor in 2013-2016 to manage all affairs within parish including land planning and negotiations, developing a Neighbourhood Plan, Parish finance management and communication with local government. • Secretary at St Mary’s school Parent, Teachers’ Association from 2013. • Set up and Managed Parish’s Toddler Group from 2013. • Member of the Parish’s Village Hall Management Committee • Part-time special needs support worker at a Pre-school 2016-2017.

Delivery of major, large scale transformation programmes focused on driving £3.4bn efficiency savings across the business whilst developing sustained operating capabilities and delivering business and customer outcomes. • Management of a portfolio of 15 programmes (9 safety critical) with a spend profile of £35m. • Leading a multi-disciplined team of 50+ people. • Set up the Transformation Programme Office that governs £3.4bn efficiency savings across Network Rail. • Designing the ‘Access Management’ organisational model designed to deliver efficiencies, rail safety, customer service improvements to the way Industry plans access to the railways. • Negotiated with RMT union to successfully implement changes to railway practices. • Reduced disruptive engineering access to the railway by 20% per annum. • Successful management of government and union bodies through organisation changes. • Introduced new Performance Dashboard and Corporate metrics. • Improved workforce productivity by 30% per annum. • Improved track worker safety by 10%. • Implemented Process-Led Organisational Restructure. • Implemented Customer Strategy for Train and Freight Operators across the UK. • Designed new supply-chain processes and resource management technologies with major rail contractors.

A consultancy specialising in creating Lean “Sense and Respond” organisations and providing a sustained change capability whilst delivering increased revenues, business opportunities and satisfaction. Co-founded a new consultancy. An example of clients assignments outlined below: o Created a strategic change strategy across an 18000-man business. o Successfully trained 300 Six Sigma black belts in a Lean transformation approach. o Delivered change and business improvement programmes across engineering, Call Centre Operations, Consulting and Service Management, training 1200 people. o Designed a new operating model and services framework that enabled the creation of two new operating divisions. o Designed new Infrastructure Management Strategy and Operating Model o Delivered Global Implementation Strategy • Assigned to support Invest Northern Ireland in creating a new 300 seat Contact centre that would prevent work being outsourced off-shore. o Customer Service Operations EMEA - Athens, developed and integrated new working practices which converted customer satisfaction levels from bottom to top within 67 regions in 9 months. • Global Outsourced Contact Centre for BPO – USA and Asia, deployed an operational-wide change approach, designing new support structures, retaining status as No1 service provider • Generated 50% year on year growth for the consultancy.

Strategic Change and Programme Office Management, Business Integration, Process and Operational Framework Definition, Technology platform choice and migration to service operations, Change methods and learning structures designed and applied, New Service Offering definition, Operational Service Model designed and delivered. • Held dual roles, responsible for strategic change, developing multilingual European and Asia Pacific delivery capability for technical helpdesks. • Deployed multimedia systems, tools and methods to automate call centre operations, reducing operating costs by 40% • Designed, implemented and delivered new management approach called Sense and Respond which has delivered benefits around the globe from South Africa to Europe. • Won 2 awards for innovative management approach at the European Call Centre awards, 2001 and the UK National Business Awards, 2003.

• Responsible for the delivery and support of fully outsourced IT technical services to a large European, financial services customer. • Introduced problem management analysis, leadership coaching and root cost analysis. • Developed customer communication strategy and user-group forums. • Reported to Senior Operations Director for the whole outsourced account with £12 million P & L.

• Responsible for the management of a local distribution centre supporting 500 regional stores and customers for London and the South East of England. Customer Centre, Warehousing and Transport supervision. • Employed to restructure the Customer Support Centre, warehouse and distribution teams. Within 18 months reduced the cost of operations and delivery by 40%. • Introduced new tools and technology to retail accounting, customer complaints handling and customer support centre.

• Responsible for the management of corporate pension accounts and the payment of claims including death, retirement and the transfer of funds. • Implemented electronic document scanning systems. • Implemented procedures over government legislation and policies concerning pensions. • Introduced new telephony and knowledge management tools. • Managed the integration of new business following two company mergers.