Henrietta Baring

Experience

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  Diageo

  Jan 1998 - Mar 2004

  Program Director

  Program Director – White Plains, NY, USA: Accountable for program directing a Shared Service business transformation program across three business units within Diageo (Spirits, Wines and Beers) Global IT Program Manager – London, UK:Accountable for program directing global SAP and business transformation projects across Diageo worldwide

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  Allied Domecq

  May 2004 - Oct 2005

  Senior Manager, for the Global Solutions

  Accountable for establishing a global BI / MIS competency. Key Achievements:• Established a global BI / MIS competency within 12 months which gave an operating cost reduction of £0.7M• Delivered the implementation of an SAP BW and management reporting system for the Allied Domecq Shared Service Centre across Europe, North America, & Korea within 4 months• Managed the 3rd party partnership for on shore & near shore design & development model which reduced the capital expenditure budget by £1M Show less

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  Carlton & United Breweries

  Aug 2006 - Jun 2009

  Senior Program Manager

  Accountable for defining the scope, high level design and business benefits for the implementation of a single global ERP platform across four core processes: Order to Cash, Purchase to Pay, Record to Report, and Manufacturing to enable a shared service centre business transformation program for Fosters Group.Major Achievements:• Defined a business benefits delivery plan, which gained Board approval for Core Operations to proceed to the implementation phase (a project cost of $89M, with expected business benefits being realised within the first year of implementation). A total business benefits case of (>$350M over 3 years). • Through successful collaboration with stakeholders across two businesses (Wines and Beers) drove out the required scoping documentation to take the program into the implementation phaseSenior Business Program Manager, for Global Customer Supply Chain: Accountable for program directing the business transformation of the Fosters Group Australian national logistics network and the implementation of Laser Guided Vehicles into Lindeman’s winery manufacturing and distribution centre.Major Achievements:• Reduced the Supply Chain operating budget by $15M year on year by delivering a national multi-beverage warehouse and transport management standardized footprint across five national sites.• Managed the national warehouse and logistics handover to the 3rd party logistics service partners (Toll and Linfox) • Delivered at the Lindemans winery, the implementation of Laser Guided Vehicles into manufacturing and distribution centre reducing their operating budget by $5M. Show less

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  McColl's Transport

  Nov 2009 - Jan 2011

  Business Program Director

  Accountable for program directing a business turnaround for McColl’s Transportation.Major Achievement:• Succeeded in turning around Australia’s largest independent milk, chemical and dangerous goods transport carrier by transforming a highly fragmented estate of near-zero commonality of manual processes across the business divisions, yielding poor value-for-money.• Closed down a failing business division (General Freight) and redirected key resources and energies into the remaining divisions (Bulk Chemicals, Bulk Food and Milk Collection).• Implemented an integrated GPS based solution to improve safety and productivity across the fleet of 200 Prime Movers and 500 trailers. Show less

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  Australia Post

  Feb 2011 - Feb 2012

  Senior Manager, Strategic Portfolio ManagementAccountable for enterprise portfolio planning and management (FY Total Capital expenditure $420M), benefit realization management, risk management and providing the CEO’s Portfolio Governance Board a monthly portfolio investment brief and insights.Major Achievements:• Though collaboration with senior management designed and implemented the set up of Strategic Enterprise Programs that had an integrated business transformational approach to business change.• In collaboration with Finance designed a new 4-year investment-funding model for Capital and Operating funding in alignment with a benefits realization model. Show less Accountable for the overall IT account management of the executive relationship across Finance and Business Services. Responsible for the uplift in their shared services capability and turning that part of the business into a revenue generating stream providing on shore services to government agencies.Major Achievement:• Delivered a 20% productivity uplift in Shared services through the implementation of Active Operations Management Program. The productivity gains were realized through direct cost savings. Show less

  • Manager, Strategic Portfolio Management

    Oct 2011 - Feb 2012

  • Business Engagement Partner

    Feb 2011 - Sept 2011
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  Ardagh Group

  May 2012 - Mar 2014

  Group Program Manager

  Through Ardagh’s acquisition of a Global Metal Business (Impress), I responsible in driving the Business Transformation within the metal business into the Ardagh’s core business model.

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  Argos

  Mar 2014 - Apr 2016

  Head of IT, Commercial, Trading & Supply Chain

  As the Head of IT, Commercial, Trading and Supply Chain at Argos, I was a key part of the leadership team that pioneered the Fasttrack Delivery position. We transformed Argos from an old paper-based catalogue business into a digital retailer that could compete and win alongside giants like Amazon Prime.I provided strategic digital retail leadership to Argos, Homebase, and Habitat, working closely with core stakeholders to ensure timely delivery of programmes for optimising return on investment (ROI). I was committed to ensuring that our customers received exceptional services, leading to high levels of satisfaction.My commitment to customer satisfaction was reflected in the successful implementation of several key projects. These included the Hub & Spoke and Hub to Home initiatives, which improved delivery of goods and services; the eBay Fulfilment Marketplace and Click and Collect, which expanded customer options; and the Dynamic Pricing Tool, which generated significant profit.This expedition transcended the mere administration of projects; it embodied the leadership of change, the cultivation of innovation, and the propulsion of growth. It signified a metamorphosis in our work ethos and thought process. It represented the impact we made. This encapsulates the quintessence of strategic digital transformation. Show less

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  Bunnings

  Apr 2016 - Oct 2017

  Head of IT, TSA Separation/Transformation

  In my role, I took charge of the technical division of Sainsbury’s Argos IT estate, managing a budget of £14M Capex and £25M Opex in the Termination Service Agreement (TSA). I developed new services that enabled the company to operate on standalone systems, networks, and a transactional website.Working in conjunction with Supply Chain and Operations leaders, I helped establish a new distribution network and a customer call centre, all supported by new IT services such as an IT helpdesk, security function, and an IT delivery function. I led the successful negotiation of all the TSA contracts with Fujitsu, IBM, BT and Home Retail Group (Argos), and established primary and secondary IBM data centres to support all the Homebase/Bunnings business applications. All these outcomes were delivered within 18 months. Show less

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  Dixons Carphone

  Oct 2017 - Aug 2019

  Digital and DevOps IT Director

  In my role, I took the reins of the digital and new IT strategy, delivering an innovative eComm & IT operating model that consistently pushed the boundaries of improvement. I established a brand/channel agnostic digital hub, directing multi-site/territory cross-functional teams with a primary focus on enhancing the online and mobile sales proposition.Collaborating with eCommerce and Marketing teams, as well as industry giants like IBM, Google, and Accenture, I brought together a diverse range of skills and expertise to deliver business outcomes and value. I introduced new agile ways of working, embedding design thinking, PI events, and SAFe/hackathons practices into our newly formed digital hub.I also spearheaded the implementation of Machine Learning, Artificial Intelligence, and automation practices through the planning and implementation of a DevOps function/framework.The outcomes of these efforts were significant:• We reduced delivery timelines by 15% to 20% over the course of a year.• By reorganising cross-functional teams from an application to a product structure, we boosted our team’s engagement by an impressive 40%, leading to a 10% increase in overall product quality.This journey was about more than just implementing a strategy; it was about inspiring change, fostering innovation, and driving growth. It was about transforming the way we work and the way we think. It was about making a difference. And that, is the essence of strategic digital transformation. Show less

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  Diageo

  Sept 2019 - Feb 2020

  Strategic Digital Transformation Management Consultant

  As a Strategic Digital Transformation Consultant, I embarked on a journey to design a transformational blueprint that would redefine the landscape of our organization. This blueprint was not just a plan, but a vision for the future, encompassing people, culture, organizational design, process, technology, and governance.I formulated strategies that would support change initiatives, paving the way for a new product structure, agile transformation, and capacity enhancement. I offered my expertise to management and stakeholders, guiding them through this transformative journey. Show less

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  Bidvest Noonan

  Oct 2020 - Feb 2021

  Transformation Director

  Business Transformation Director (2020 – 2021): As a catalyst for change, I crafted a digital transformation blueprint and delivery plan that revolutionised operations and shared services. This encompassed organisational design, process, technology, and governance, fostering simpler, more efficient ways of working and delivering exceptional customer value. I devised a business strategy and a 3-year delivery plan for a digital transformation that touched every employee, simplifying their work lives and enhancing customer value. I provided business leadership and coaching to executives and stakeholders, ensuring comprehensive understanding and buy-in for the proposed strategy.Key initiatives included:• Conducting an enterprise architectural review to identify current capabilities and key priorities.• Establishing a Product Owners’ function.• Creating an innovation incubator for rapid prototyping development.• Implementing a multi-speed governance and delivery model for both agile and waterfall programs.• Instituting a measurement framework incorporating internal and external requirements.• Standardising ways of working across the delivery arm and defining key principles for architects and technical teams. Show less

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  Sullivan & Stanley

  Mar 2021 - Dec 2023

  Transformation Programme Director

  Transformation Director (Mar 21 – Dec ‘23): As a transformational leader, I’ve been the guiding force behind the metamorphosis of various Retail and Insurance organisations. My forte lies in crafting Operating Models and Governance structures that resonate with the organisation’s ethos, objectives, and mission. I’ve harnessed cutting-edge technologies like AI and Automation to fuel efficiency and elevate delivery quality, all while fostering a culture of continuous improvement. My stewardship has seen the successful management of investment portfolios spanning £90m to £340m across 1 to 5-year timelines.Assignment 2 - Admiral Group (Aug '21 – Dec '23): I championed an initiative to enhance the performance of the operating model, with a focus on amplifying the transparency of value and quality delivered across key product areas. My role encompassed streamlining the annual planning process, aligning strategic growth targets with OKRs and KPIs, implementing a value stream strategy for back-office operations to boost efficiency, and overhauling the governance process.Assignment 1 - WH Smiths (Mar '21 – Aug '21): During a short-term consulting stint, I worked closely with the WH Smith Exec team to construct a persuasive case for change. This involved consolidating their UK Distribution centres and revamping their end-to-end supply chain process by integrating newer technologies, thereby driving greater efficiency. Show less