ESTHER COSTA

Clients: Defence UK, Defence Middle East

• Led the design of a future-state operating model for logistics and services within a large-scale defence transformation programme in the Middle East

• Developed and evaluated mobilisation and service transition scenarios to support sequencing, resource planning, and operational readiness

• Aligned stakeholders across operations, procurement, and service delivery to define prioritised strategies and ensure delivery alignment

• Designed structured decision frameworks enabling prioritisation and planning across complex programme environments

Client: San Diego Gas & Electric

• Led a data-driven review of a major transformation programme within a large energy utility, developing prioritised initiatives and delivery strategies

• Engaged senior stakeholders to secure alignment on transformation approach and delivery priorities

• Designed performance frameworks and continuous improvement approaches to support long-term transformation outcomes

Client: Environmental Agency

• Designed and implemented operating model and transformation initiatives within a large public sector programme

• Supported organisational restructuring and digital transformation initiatives

• Established governance, stakeholder engagement, and change management frameworks

• Facilitated workshops to embed new ways of working across multiple regions

Key impact: Delivered sustainable behavioural and cultural change, improving programme delivery outcomes

Client: Defence / National Programme

• Designed and implemented a benefits and decision framework aligned to strategic objectives across a £20M transformation portfolio

• Enabled prioritisation and data-driven decision-making through defined KPIs and structured governance

• Established performance tracking mechanisms to support benefits realisation and programme control

Key impact: Enabled delivery of ~£20M in programme efficiencies

Client: National Highways

• Managed delivery of a multi-project framework driving operational and efficiency improvements across a national infrastructure portfolio

• Developed dashboards and reporting tools to improve visibility, governance, and data-driven decision-making

• Engaged stakeholders and SMEs to deliver aligned, practical solutions across programme workstreams

• Oversaw programme governance, risks, and financial performance

Key impact: Delivered ~£18M in financial benefits and improved supplier performance

• Led deployment of a company-wide operational excellence strategy (Hoshin Kanri), aligning strategic objectives to site-level initiatives

• Defined KPIs and benefits frameworks across safety, quality, delivery, cost, and people development

• Facilitated stakeholder workshops to identify gaps and drive continuous improvement initiatives across core and support processes

Key impact: Achieved top operational excellence performance across three distribution centres and drove significant process efficiencies

• Delivered supply chain and logistics transformation projects including warehouse redesign and material flow optimisation

• Led end-to-end process mapping and data analysis to improve inventory, space utilisation, delivery performance, and safety

• Supported selection and transition to a new 3PL provider, defining evaluation criteria and overseeing implementation

• Managed large-scale operational initiatives including an £80M inventory programme with cross-functional coordination

Key impact: Improved operational efficiency, supply chain performance, and delivery outcomes across multiple transformation initiatives

• Led engineering support for product and production issues across manufacturing, test, and in-service environments

• Implemented structured triage and prioritisation processes to improve response efficiency and stakeholder communication

• Conducted root cause analysis (FTA, FMEA) and delivered short- and long-term engineering solutions

• Managed cross-functional and international stakeholder engagement across engineering, suppliers, and customers

Key impact: Improved delivery performance, product quality, and customer satisfaction while increasing efficiency of engineering operations

• Delivered global transformation projects across business units, functions, and regions using Six Sigma methodologies

• Developed frameworks to resolve material and operational issues through structured root cause analysis and SLA-driven delivery

• Defined long-term capability strategy for test facilities, aligning capacity with future business needs

• Led improvements in product compliance and process accuracy through data analysis and process redesign

Key impact: Achieved 99.8% bill of materials accuracy and enhanced operational capability, reducing cost and improving compliance