Sreya Rao

I am a strategic transformation leader with 10 years experience developing and implementing organisational strategies in complex matrix environments across all levels.

I have operated in a number of multi-faceted, evolving industries - including healthcare, transport, and publishing. I enjoy immersing myself in a new environment to understand its unique challenges, cultures, and the strategic outcomes that the organisation is striving to achieve.

My background is in process improvement where I combine Lean Six Sigma expertise with project management methodologies to drive sustainable transformation. I am an exceptional communicator who translates complex messages into compelling narratives for diverse stakeholders, from large-scale employee messaging to executive boards.

I have led many successful projects and programmes, including:

• Directing an Operational Excellence team which designs, delivers, and continuously improves back office processes - setting delivery strategy, overseeing performance, setting team / individual objectives, senior stakeholder liaison, introduction of new ways of working (automation and collaboration tools), and leading organisational comms.
• Leading the integration of DocuSign CLM as the end-to-end contract management system, from gathering requirements to mitigating contractual risks to project managing the implementation, roll-out, and ongoing support to users.
• Creating comprehensive and consistent resources for the integration of new acquisitions into the business, collaborating across a dozen functions and embedding corporate governance guidelines.
• Delivering a highly complex project to generate 1000+ financial statements and payments with a small team and tight contractual deadlines, providing training to 100+ users and coordinating approvals by 10+ senior stakeholders.
• Designing and facilitating workshops to evolve the team's set-up, day-to-day practice, and communication channels to adapt for each shift in our goals - including the pivot to remote working during Covid and as part of an organisational transformation.
• Multiple examples of leading an end-to-end process improvement project using Lean Six Sigma tools - from gathering stakeholder feedback to conducting root cause analysis to assessing and implementing solutions, with KPIs to monitor (and refine) the outcomes.

I am committed to creating a positive and inclusive working environment, having supported numerous people-focussed initiatives throughout my career (mentoring, reverse mentoring C-suite, leading DEI groups, community volunteering, and partnering with HR teams).

Director of Operational Excellence, Taylor & Francis (division of Informa) (2023 to 2025)

• Leading team of 12-15 employees at an academic publisher, which uses Lean Six Sigma and Agile principles to design, deliver, and continuously improve operational processes and provide first line support to colleagues and external journal editors.
• Development and delivery of transformation programmes (OpEx 2.0 and Programmes Strategy) which evolved the team’s portfolio and capabilities to meet strategic business objectives.
• Leading critical cross-functional initiatives, coordinating project teams across departments and at different levels from employee base to execute leadership.
• Leading “One Team” evolution, bringing together objectives and skillsets across both halves of the team for sustainable and self-managed high-performing culture.
• Co-Leader of colleague-run DEI network and volunteering partnership, presenting quarterly to Informa Executive Sponsors.

• Management of 6-8 Process Specialists / Apprentices, supporting academic journal editorial teams. 
• Workload management, performance monitoring, setting KPIs and objectives, coaching and personal development, communication of outcomes, collaborating with other departmental and people leaders for improved cross-functional delivery, and continuous improvement of team methodologies.
• Ownership of complex processes, including delivery of process improvements, development of organisational policy and process with cross-functional stakeholders and executive sponsors, and creation and communication of SOPs and tools. 

• Creation of long-term product development roadmaps to upgrade and market 8 fleets of trains for a railway rolling stock manufacturer / maintainer, including customer relationship management and generation of sales leads.
• Concurrent delivery of bid packages ranging from £1m to £30m for complex train modifications from initiation to offer stages, presenting to customers and senior management at key milestones. Coordinated technical and commercial teams to develop specifications, timelines, and pricing aligned to customer strategic objectives and internal governance.
• Oversight of the development and governance of cross-functional processes and tools to deliver bid packages.

• Development of improvement strategies for depots, bringing together organisational targets and staff ideas.
• Facilitation of Lean workshops and project management of improvements (leading to 15% reduction in maintenance time).
• Development and delivery of training to 150+ employees.

• Supported the development and roll-out of new HQ ‘Lean in the Office’ programme, trained 120 managers and 700 employees, coached network of twelve Improvement Champions, presented to global executive leaders. 
• Facilitated Lean workshops and created blueprint with tools, team roles, and training for other Siemens businesses.

Graduate Scheme, Siemens Healthcare – awarded Business Graduate of the Year at Siemens UK (2011 to 2013).

Product Management Intern, Siemens Molecular Imaging – medical imaging software developer (2009 to 2011).

Business Relations / Comms Officer, Oxfordshire Economic Partnership – public/private partnership (2008 to 2009).

Internships with Oxfam GB (2006), Foreign & Commonwealth Office (2007), and Oxfordshire County Council (2009).

• Leading Strategic Programmes, Saïd Business School, University of Oxford, 2024 – 99% 
• Lean Six Sigma Green Belt, 2023
• People & Business Management, Siemens HQ, 2019
• APM PMQ Level 3 Project Management, 2017 – 85%
• BA (Hons) Economics, University of Nottingham – 2.1