Andrina Calderwood

Strategic Programme Director/Head of Projects with end-to-end accountability for a global transformation portfolio across Shared Services, specialising in the Order-to-Cash and Record-to-Report value chains. Combines commercial acumen with strong operational grounding to shape global operating models, drive enterprise-wide standardisation, and prepare the organisation for SAP/4Hana and future automation at scale. Recognised for building trusted relationships with senior leaders, creating clarity in complex environments, and leading high-performing teams through change.

Delivers measurable business outcomes, including multimillion-pound savings, improved controls, and enhance customer experience – through disciplined governance, data-driven decision-making, and a collaborative leadership style. Brings a balanced approach that blends strategic vision, structured delivery, and a strong focus on people, culture, and sustainable transformation.

Programme Director - Global Shared Business Service (GSBS) - Global

(2025-08)

A commercially focused Programme Director specialising in Global Shared Services with deep expertise across the Order-to-Cash value chain. Proven track record in defining and delivering global strategy, leading multi-region transformation programmes, and governing complex portfolios spanning Accounts Payable, Accounts Receivable, Order Entry and General Ledger. Know for driving operational excellence, standardisation, and digital enablement while partnering with senior finance and business leaders to embed scalable processes, strengthen controls, and improve end-to-end performance.

Adept at leading cross-functional teams, shaping global operating model, and delivering measurable improvements and efficiency, compliance and customer experience.

• Delivered a major automation uplift by deploying RPA technology to transform email-based order ingestion, increasing touchless processing from 0% to 96% using UI Path (for EMEA customers only)
• Leading a global standardisation programme that will unlock £3.8m in savings, creating scalable foundation for SAP/4Hana and enabling further automation opportunities across the portfolio
• Positioned Accounts Receivable for end-to-end transformation through improved data quality, streamlined workflows, and a roadmap of targeted digital interventions
• Portfolio governance & strategic alignment, setting direction, prioritising investments, and ensuring programmes deliver against enterprise strategy
• Enterprise-level programme leadership, leading multi-region, multi-function portfolios with complex interdependencies
• Executive stakeholder influence, partnering with C-suite and global functional leaders to drive alignment and decision-making
• Financial stewardship & benefits realisation, managing portfolio budgets, business cases, and measurable value delivery
• Risk, RAID & governance control, ensuring disciplined oversight, escalation management, and portfolio-level risk mitigation
• Operating model & process transformation, designing and embedding scalable global processes across Order to cash and record to report
• Change leadership & adoption, driving behaviours, process, and organisational change across diverse regions
• Cross-functional orchestration, co-ordinating finance, sales, customer service, IT and operations to deliver integrated outcomes
• Data-driven decision-making, Using KPI's, dashboards, and performance insights to steer portfolio direction
• High-performance team leadership, leading programme teams, PMs, Bas and change specialists to delivery consistently at scale

Programme Manager EMEA - RS Group - EMEA

(2022-10 - 2025-08)

Led one of RS Group Key Value Driver Programmes to support our Strategic Pillars – (Accelerate our strategy through Merge & Acquisition). Led a comprehensive organisation redesign for our Sales, Customer Service, Finance, Information and Security, Inventory, Transportation teams across EMEA, resulting in £18m reduction in costs and a 25% improvement in productivity. Partnered with C-suite executives and functional leaders to define the organisational goals and ensure alignment with the business strategy.

The key driver was to reduce operational costs and integrate a newly acquired businesses to ensure group profitability in a declining market and align FTE reductions with the integration synergies and the new organisational designs. The target end state was one organisation serving one combined set of customers, selling a combined set of products, using one set of business tools with team members employed by one legal entity on the same terms and conditions using the same people, processes, and policies.

• Developed and approved interim and end state organisational designs
• Determined the Consultation strategy and associated timeframe to implement all people changes
• Managed the implementation/execution of the transition plans for all Markets
• Defined and managed the approach to transition to RS HR systems
• Defined and managed the transition to RS Reward policies (including sale incentives and bonus plans)
• Program Overview - developed and agreed the commercial savings by Market/Function across the EMEA Region
• C-Suite Leadership team & key Stakeholder Management
• Strategic Alignment - worked with the local MDs/HRBPs to ensure functions/geographies took full accountability for changes and commercial performance
• Consultation Process - managed the UK consultation process to exit the FTEs, this included engagement with European Works Council, UKICF and other local consultation works councils
• Integration Planning - ensured that the organisational designs/restructures were harmonised and the transition of Distrelec employees to RS Group was seamless. This included reporting line changes, terms and conditions, system access
• Change Management - defined the process of how to effectively manage the merge/integration of talent across RS Group and Distrelec ensuring that we retained people who are critical to the company's performance
• Conducted Talent Assessments to identify key skills, strengths and gaps
• Established standardised Performance Management processes that are transparent, fair, and aligned to our strategic goals
• Defined KPIs and metrics aligned with the strategic objectives

Senior Project Manager EMEA - RS Components - EMEA

(2022-03 - 2022-10)

Lead the Process Definition Phase to enable the Global rollout of CRM across Sales, Service and Marketing from enquiry to order. This initiative will deliver the initial definition of processes to enable a consistent approach to human touch engagements with customer across the RS Group through:

Strategic Project Manager - RS Components

(2020-10 - 2022-03)

Lead the non-stock project, which a is key enabler for the Destination D2025 vision

UK & Ireland Transition Lead - Zellis - UK & Ireland

(2019-10 - 2020-10)

Fully responsible for leading the transition team in UK and Kochi for all Managed Service Customers, delivering critical process improvements that will standardise and improve the way we work as a business.

IT Technical Project Manager - Thomas Cook

(2016 - 2019)

I managed and successfully delivered the TC Group strategic CRM solution (Microsoft Dynamics D365).

IT Technical Project Manager - Associated British Foods

(2015 - 2016)

Employed as a Technical Project Manager, responsible for championing project delivery across the range of ABF businesses to ensure a smooth, consistent approach is used.

Restructure Project Manager - Anglian Water

(2013 - 2015)

Employed as a Restructure Project Manager with Anglian Water. Responsible for the Market Reformation programme, driving innovation, transformation, collaboration, facilitating and co-ordinating the industrial change within the water retail business.

Regional Business Change & Improvement Project Manager - First Group

(2012 - 2013)

Employed as a Business Change & Improvement Project Manager with First Group.

Leader in the Royal Signals - British Army

(2000 - 2012)

12 years' experience as a leader in the Royal Signals providing high-capacity data networks for Operational tours.

Practitioner - Managing Successful Programmes

Practitioner - Agile

Practitioner - PRINCE2

Green Belt - Lean Six Sigma

Certificate - Risk Management (MoR)

Level 5 Diploma - Coaching and Mentoring - ILM

Level 4 - DTTLS (Diploma in Teaching in The Lifelong Sector) - BTEC

Level 3 Certificate - Coaching for Team Leaders and First Line Managers - ILM

NVQ Level 3 - Operating and Maintaining Telecommunications Equipment

Level 3 - Information Technology - City and Guilds

Certificate - European Computer Driving Licence (ECDL)

NVQ Level 2 - Transportation of Goods by Road

Certificate - Command, Leadership & Management