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Patricia Dreghorn

Managing Director

Executive Summary

Dynamic visionary leader   with a successful track record of delivering large scale transformation across the private, third and public sectors. Experience of leading, implementing and managing high value business solutions in highly ambiguous and regulated environments. A demonstrable track record of success in senior leadership roles managing business portfolios, designing and transitioning to innovative new business models, bringing over 20 years leadership 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, risk 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 MD of Ofgem's E-Serve. 

  • Executive level business leadership designing strategic, end to end procurement and finance programmes, leveraging people, process and technology in over 70 countries. Directly accountable for services lines for several UK clients across retail, banking and FMCG. Skilled in risk management strategies and independent assurance.
  • Highly experienced in re-engineering of supply chain and operational functions  to improve customer focus, productivity and competitive edge. Demonstrable measurement and benefits realisation in client facing and backoffice programmes and service lines.
  • A developer of people having directed, supported and coached teams at all levels, arming them with the right skills, tools, processes and behavioral approaches to deliver excellence.
  • Diversified background in operations, outsourcing, shared services, arms length bodies 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 and or service line propositions 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 global programmes. Skilled in future proofing the go to market strategy/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. Highly developed supplier relationship management and stakeholder management skills.
  • Highly experienced business leader, having  ransitioned green-field outsourcing business lines within finance, hr, procurement and SAAS into ongoing profitable concerns. 

Professional Experience

2016present

Managing Director (previously COO)

Ofgem E-Serve
  • Reporting to E-Serve Board, I am responsible for leading the organisation and held to account by both BEIS and Department for Economy (in NI), for ensuring funds entrusted are spent rigorously, compliantly and deliver best value to the public purse. Schemes administered are currently worth around £30bn. Current staffing levels of 423, with overheads circ £30m.
  • Concentrated effort in stakeholder management across government has proven successful. This has been an essential element of my strategy - enabling greater transparency and engagement. Driving collaboration and 'a no surprise' culture has ensured scheme outcomes are delivered in partnership, within the full spirit of legislative intent, against a backdrop of a public inquiry, a public accounts committee and a national audit review.
  • Developed and implemented a new strategy for E-Serve covering the basic principles or people, process and technology. Set strategies for people, organisation design, financial control, corporate governance and assurance, communications and systems management all of which are improving the overall health of the organisation.
  • Transforming the business, shaping and embedding an efficient and controlled TOM whilst transforming policies and processes to strengthen and build E-Serve's capability and capacity. 
  • Designed and currently implementing the organisation Blueprint - the two year strategy. It comprises of 3 programmes of work - operational transformation, digital transformation and assurance transformation. The programme focuses on measured improvement in effectiveness and efficiency, enabling the organisation to meet all value for money challenges in an assured way. 
  • Digitally transforming E-Serve to become more agile, with solutions predicated on both the user journey and the efficiency and effectiveness of common platforms. 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 entire landscape.
  • Utilising big data and key performance measures such as CSAT scores to drive continuous improvements in the services offered to customers.
  • Directed an assurance and risk review to improve overall compliance, governance and identification of risk in processes, behaviour and systems. Invested heavily in upskilling and enrichment of staff skills. Removed the somewhat silo based approach to delivery, introduced functional hubs.
  • Improved E-Serve's overall organisational health - all visible on the new balanced scorecard - an outcome based report.
  • Designing a Centre of Excellence strategy, balancing resource, skills, planning, resource modelling, role development and ultimately role location. Embedded a 'factory and firm' concept, whereby factory tasks are located in low cost and stable locations (Glasgow) , supporting lower attrition levels and reducing operating costs, whilst policy roles are now in London with access to governing departments.
  • Reformed the People Strategy to enable the future business plan - a right people, right skills, right tools, right processes, right location approach.
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.
  • 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 with the customer.
  • 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 global partners
  • 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 customer and account, including people, process/tech.
  • 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.