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Patricia Dreghorn

Chief Operating Officer

Executive Summary

Dynamic visionary leader  with experience of implementing and managing high value business solutions in both the private and public sector. A demonstrable track record of success in senior leadership roles managing business portfolios, designing and implementing innovative new business models, bringing over 20 years shared service experience establishing operational optimisation across diverse industries. Recognised for talents in strategy development and providing corporate vision. A specialist in the definition and delivery of business change programmes, with ability to deliver multi customer/multi sector transformations applying a deep understanding of best practice around people, process and technology.  Previously a key member of the leadership Board of the third largest procurement outsourcer in the world, Chair of the contact centre arm of the charity Advice Direct Scotland, and currently transforming public sector delivery services, as COO of Ofgem's E-Serve. 

  • Executive level shared service experience in designing strategic, end to end procurement and finance programmes, leveraging people, process and technology in over 70 countries. Directly accountable for shared services for several UK clients across the retail, banking and FMCG sectors.
  • Highly experienced in re-engineering of supply chain and operational functions  to improve customer focus, productivity and competitive advantage. Demonstrable measurement and benefits realisation in shared service programmes.
  • A developer of people having devised many tools, systems, processes to build the best teams with colleagues armed with the right skills, tools and processes to deliver excellence.
  • Diversified background in operations, outsourcing, shared services and corporate services, distinguished for an entrepreneurial mindset, creative problem solving, cross-functional, global teams and a bottom-line orientation.
  • Executive level change management experience in designing strategic solutions and programmes to leverage people, process and technology in highly complex environments.
  • Highly experienced in re-engineering of discrete outsourcing propositions across all areas of shared services to improve customer focus and value for money.
  • Offer innovative solutions to operational challenges  and leverage decisiveness to implement solutions whilst minimising risk and maximising performance. Designed several ERP solutions for clients, capturing the power of Big Data.
  • Expert in transforming strategic plans into tactical initiatives  for national and international programmes. Skilled in future proofing the go to market strategy and product portfolio.
  • Motivator and coach combining business acumen with analytical depth,  aligning operational efficiency and effectiveness with corporate goals, enhancing team performance.
  • Seasoned understanding of emerging technologies  and their commercial application. Track record of continuous improvement, embracing disruptive technology to drive cost reduction, efficiency and effectiveness through automation.
  • International business expertise; served international clients, led global teams. Well developed supplier relationship management, stakeholder management and collaboration skills.
  • Highly experienced business leader, having transitioned green-field outsourcing business lines within finance, hr, procurement and SAAS into ongoing profitable concerns. 

Professional Experience

2016present

Chief Operating Officer

Ofgem E-Serve
  • Designed and currently implementing the organisation Blueprint - the three year strategy. It comprises of 3 programmes of work - operational transformation, digital transformation and assurance transformation. The programme focuses on ensuring measured improvement in effectiveness and efficiency, to ensure the organisation meets all value for money challenges in an assured way. 
  • Developing the future automation and integration strategy for E-Serve; repatriating the delivery organisation back into the Ofgem host.
  • Designing a Centre of Excellence strategy, balancing resource, skills development and role location. This follows a 'factory and firm' concept, whereby factory tasks are located in low cost and stable locations, supporting lower attrition levels and reducing operating costs.
  • Reform of the People Strategy to enable the future business plan - a right people, right skills, right tools, right processes and right location approach.
  • Directing a large portfolio of corporate services, implementing an operating model that ensures delivery to a world class standard, striving for excellence, effectiveness and efficiency. Published the strategy as well as service level agreements, with a clear balanced scorecard for corporate services.
  • Currently improving stakeholder relationships whilst setting strategies for people, organisation design, financial control, corporate governance and assurance, communications and systems management. Developed a 'full transparencyway of working with governing department BEIS.
  • Transforming the business strategy, shaping and embedding an efficient and controlled TOM whilst transforming policies and processes to strengthen and build E-Serve's capability and capacity. 
  • Managed a full assurance review of the division, identifying various gaps and weaknesses within the current somewhat silo based approach to delivery. Utilising all change management techniques to influence essential change at pace (this often means pausing to review lessons learnt and blockers given the cultural challenges and resistance to change within the organisation).
  • Utilising disruptive technology to enable change in processing capability such as robotic process automation, and other forms of AI. Architecting a reusable asset approach across the whole of Ofgem.
  • Operations Director for Glasgow, running the new site in full, driving a new One Ofgem culture.
  • Directing an end to end technology review across Ofgem given systemic problems. Designing a One IT approach considering build, buy, partner solutions for all divisional requirements.
20152016

Interim Consultant

Director Tratura Ltd 
  • Managing Partner for an eCommerce start-up. Assisted in go-to-market strategy, supplier onboarding, people capability, skill and SOP development and user-journey design.
  • Consultancy assignment with an eProcurement SaaS start-up business. Identified target acquisition opportunities to re-position as a global player.
  • Various advisory engagements with Coleman Research, offering subject matter expertise around technology, shared services and transformation.
20062015

Various Board roles: CIO/COO/MD/Strategy & Change Director

Xchanging Procurement Services (a CSC company)
  • Directed multiple client service accounts, whilst transforming their back-office processes and systems against a backdrop of a declining fee year on year.
  • Revamped the procurement and F&A outsourcing division, implementing business process re-engineering initiatives, designing and delivering a new Target Operating Model, decreasing costs by 30%, £12m pa. 
  • Transformed the eclectic mix of disparate company values, operating models and systems, creating one harmonised environment. Drawing together three unique businesses into a single proposition to support corporate expansion goals. Fully integrated three global businesses into one, unifying the ERP, Finance, HR and L&D Policies, Operating System and the Go To Market Strategy.
  • Formulated the M&A strategy, enabling the transition to e-Commerce. Completed acquisition of an eSourcing and a Data Analytics business.
  • Designed and delivered the build of a unified Procurement Product Portfolio, increasing revenues by 15%.
  • Initiated and directed a lean programme, designing and  implementing the Procurement Excellence Centre (PEC), transforming the procurement skills mix and overall service delivery by establishing low cost procurement hubs across Tail Spend Mgmt (TSM), MI, Data Analytics, Savings tracking, Contract Mgmt, eRFX support, Market Insight etc, via use of repeatable scalable technologies, releasing strategic category capacity for stakeholders and negotiations, reducing OPEX by 25%/£7m pa.
  • Established and delivered the new F&A and HR business line, increasing F&A outsourcing revenue from £800m per annum to £2bn pa.
  • Delivered the requirements definition, selection and implementation of package-focused business solutions for 30 client projects.
  • Led the re-engineering and deployment of Xchanging’s Procurement technology-driven methodology and developed Products to sell alongside services. Designed the unified solution directing the programme and product team to build the various product solutions, gaining customer feedback each step of the way.
  • Led the efforts to rescue the failed implementation of a P2P system for Boots (SAP). The programme had two main elements: to remedy the faults in the solution, balance the onshore and offshore resources, establish onshore and onsite centres of excellence to support urgent requirements for retail stores, and repatriated an onshore voice/contact/support centre. 
  • Led a major programme with full budgetary control for £400m of Resourcing spend for BAE systems, with Xchanging acting as Principle Supplier. The 18 month transformation programme went from vision to implementation of full Resourcing and O2C back office service delivery.
  • Transformed a pure play service led Procurement and F&A BPO business into a high volume product operation, directing back-office operations, technology and product development, programme management, new customer solutions and people development strategies. Leadership of 200 global staff across India, UK, US with management of outsourced partners across the US and Eastern Europe. 
  • Globalised the P2P offering, leveraging existing platforms/teams, offshored several service lines to India, retaining services such as ‘Voice’ onshore.
  • Led the upgrade of Xchanging’s own global finance systems and solutioned each new customer and account, including people, process and technology
  • Led new business driving continuous improvement, reducing costs by 50%, via maximised use of automation and labour arbitrage.
  • Created standard service definitions for transactional services, e-procurement platforms and F&A centres. Negotiated new SLAs, delivering new stretch KPIs.
19962006

Various Director roles in Operations and Shared Services

Allied Domecq PLC
  • Refreshed the SSC strategy, expanding the service to incorporate MI, Data, Duty Free, Tax & Treasury services, delivering  OPEX savings of £2m pa.
  • Launched the Procurement and HR delivery centre, saving £3m pa.
  • Delivered a new  global T&E system (Necho), resulting in T&E savings of £2m, optimising and standardising global processes, controls and policies.
  • Global P2P Process leader in the roll-out of SAP. Created new policies and transactional processes, identifying Working Capital improvement of £2m indirect savings of £5m and simplified the supply chain.
19921996

Various engineering/production management roles

GE Aviation

Junior management roles in aero-engine overhaul planning and maintenance, as well as new product launch and supply chain optimisation.