Vicky has been working in the defence industry for 15 years. She has a broad experience ranging from managing Business Units to Key Account Director, all which has been based on her ability to change processes, relationships and behaviours to drive businesses forward and grow. Most recently these roles have been customer focussed to exploit her ability to both build and repair relationships at all levels quickly and effectively. Key Skills Senior stakeholder management o Quickly gaining rapport, trust and understanding of senior internal and external stakeholders. o Working with stakeholders to develop solutions to large strategic issues. Strategic Vision o Developing strategic business plans, understanding their impact on today’s business and formulating action plans to achieve them. o Formulation of value propositions and campaign plans to exploit services and products in new and existing markets. Change Management: o Defining and installing new sales operating process, with consistent targets and reporting. o Training and coaching staff in new processes to ensure embedded in the ‘way we do things’. o Effective work force planning system, able to cope with short-term change and long-term strategic impacts. o Development and installation of Virtual Account Management to cope with diverse customer and internal organisations. Facilitation o Effective facilitation at all levels of organisations to find solutions to challenging business issues, both internally and with external customers and suppliers. Alongside her formal role Vicky is a mentor and coach for QinetiQ staff seeking professional qualifications and degree students at the Farnborough College of Technology. She is also a Science, Technology, Engineering and Mathematics (STEM) Ambassador promoting and teaching science in schools.

Chief of Staff to CEO @ Key Responsibilities: - Providing senior level business support to the CEO across the Leadership Team to enable the best use of the CEO’s time. - Taking the lead on designated business projects, ensuring effective and timely delivery. Leading the day-to-day operational activities in areas defined by the CEO. - Ensuring efficient management of the CEO’s time, activities and appointments. - Ensuring effective and robust Governance across the Executive Team. From May 2015 to Present (6 months) Farnborough, HampshireHead of Business Planning @ I am responsible for ensuring the successful delivery of the bidding process, resource demand & forecasting and managing all outsourcing requirements to ensure programmes are delivered in terms of time, cost, quality and profitability. Key Responsibilities: - Enabling delivery of effective sales & bid management and work force planning. - Visibility of current and forecasted workloads for resource management and scheduling & utilisation of assets. - Identifying cross functional and cross project dependencies, risks, activities and negotiating resolution to conflict. Key Successes: - Established a flexible divisional Bidding Enterprise, with appropriate experts from across the business. - Developed a simplified sales management process to encourage flexibility and reduce burden on delivery teams. - Translated business growth plans into requirements for work force planning to ensure medium- to long-term visibility. From July 2014 to April 2015 (10 months) Boscombe Down, SalisburyPension Trustee Director @ I was a Director on the Board of Trustees for the QinetiQ Pension Scheme. QinetiQ's final salary pension scheme was closed to new members in 2001 and closed to future accural in 2013. This means that the Pension Trustees role is to manage assets to ensure we can meet our obligations to members for the final salary scheme but also monitor performance of investments in a defined contribution element of the scheme which are ongoing. I am also a member of both elements of the scheme. From December 2013 to April 2015 (1 year 5 months) Strategic Account Director (Research) @ £65M revenue; 2% market share growth Vicky led the strategic relationship with the MOD and other defence customers in research and development. Part of her role also included working with the Defence Growth Partnership to develop a ‘technology hub’ to enable UK companies to pull through technology from the lab to reality quickly and efficiently, for both the MOD and international customers. A critical outcome of her role was the development of the relationship with QinetiQ's second largest customer from one that was adversarial to one that is trusted and open. This led to the stabilisation of revenue stream after a decline of >50% over the preceding 3 years. She had personal accountability for a portfolio of £65M, across all technology areas from materials to intelligence. Key Responsibilities: - Sustainably maximising cross-selling and pan-QinetiQ returns from research customers. - Mature and manage key relationships within the MOD up to 2* and industry partners. - Facilitate productive relationships between QinetiQ and MOD at all levels and in all functions, including CEO and Executive Teams. - Qualify major opportunities in line with corporate strategy. Key Successes: - Transformed the relationship between QinetiQ and its second largest customer Dstl; from adversarial to partnering. - Stabilised revenue and increased market share by 2%. - Increase in customer satisfaction from 30% to 60% positive over a 3 year period. - Successfully negotiated a sole source agreement to underpin critical skills and teams over a 5+ year period (£25M+). - Using a large internal and external network to identify and tackle issues before they impact the relationship or cause Ministerial level concern. From November 2011 to June 2014 (2 years 8 months) FarnboroughStrategic Business Manager: Research @ £55M portfolio Key Responsibilities: - Leading on the development and delivery of cross QinetiQ Strategic Programmes. - Managing strategic customer relationships with UK MoD, overseas customers and industry. - Leading and co-ordinating the formulation and delivery of strategic defence campaigns across business areas. Key Successes: - Audited and redesigned the Account Management process to ensure a customer-led organisation. - ‘Strategic Relationship Charter’ to embody new ways of working, signed by both the QinetiQ and Dstl Chief Executives, setting the direction for working more closely together in research. - Developed and implemented strategies to realise £7M of operational savings from a redesign of the ‘Win Business’ process. From January 2010 to October 2011 (1 year 10 months) FarnboroughBusiness Development Manager (Land Systems) @ Opportunity Portfolio grown from zero to £13M Key Responsibilities: - Working closely with the technical community to develop and implement business development strategies, including identifying new opportunities and converting these into won business. - Ensuring that research bids were managed effectively by building effective pursuit teams to win business. Key Successes: - Developed and delivered robust plans for closing the gap between the business and market opportunities and ensuring research was undertaken to support future business lines. - Developed coherent business plans for the division. From July 2008 to December 2009 (1 year 6 months) Project Manager - DTR Course Pricing @ Pricing strategies for profitable business models. Key Responsibilities: - Production of robust process for pricing in excess of 1,000 engineering courses under DTR Package 1. This was the main mechanism for gaining programme revenue. - Conversion of information into risks – determine validity of caveats in original bid. Key successes: - Developed a robust pricing methodology, covering the diversity of courses offered under the Defence Training Review (DTR) contract. This determined the information collected by consultants working at each of the colleges due to be taken over by QinetiQ as part of the contract with the MOD. - Determined the exposure of QinetiQ to TUPE costs in relation to pension arrangements of the DTR staff. From October 2007 to July 2008 (10 months) Decision Support Group Manager @ Personally accountable for: £2M turnover; 21 staff Included 6-month secondment to newly acquired subsidary. Key Responsibilities: - Managing projects to meet customer requirements and overseeing the quality of all bid and tender activities. - Monitoring the operating and financial results against budgets. - Managing the allocation of resources to most effectively meet business and customer requirements. - Implementing change programmes to develop the business in competitive marketplace. - Managing international trade, including liaison with Sector International Trade team. Key successes: - Initiation and management of professional Project Management practises and Sales Funnel process through successful change management programme. - Energising staff to develop their key client base to deliver increased packages of work, in size and number. - Fostering links between QinetiQ and HVR to ensure that customers received the highest quality of work. From January 2006 to September 2007 (1 year 9 months) Sustainability Group Manager @ Personally accountable for: £4M turnover; 30 staff Key Responsibilities: - Managing projects to meet customer requirements and overseeing the quality of all bid and tender activities. - Monitoring the operating and financial results against budgets. - Managing the allocation of resources to most effectively meet business and customer requirements. - Implementing change programmes to develop the business in competitive marketplace. - Managing international trade, including liaison with Sector International Trade team. Key successes: - Initiation and delivery of professional Project Management practices through a successful change management programme. - Development of competency criteria for key roles and ensuring effective performance management of staff in accordance with these. From June 2005 to March 2006 (10 months) Operations Manager, Land Vehicles & Platforms @ Safe and compliant operation of a business of 220 staff and £25M turnover. Key Responsibilities: - Annual preparation and continual review of the Division’s Operating Plan, Business Continuity plan, Risk Register and Business Plan. - Monitoring operating and financial results against plans and budgets. - Management of internal projects, including contractors. - Managing a team of eight operations staff, providing support to four businesses in the Division and the sales team. Key successes: - Development and implementation of business processes and procedures to provide a solid base for the growth of the Division. - Initiation and delivery of professional Project Management practices. From April 2004 to May 2005 (1 year 2 months) Strategic Business Analyst @ Delivery of robust 5-year business plans Key Responsibilities: - Developing tools to analyse corporate financial data. - Preparation of forecasts, to include sales. - Benchmarking performance of businesses in the Division with others across the company and similar external companies. - Bid Manager for Technical and Organisation Strategy volume. - Analysis of strategic position of the competition and marketplace. - Development of commercialisation plans for R&D output, including exploitation of Intellectual Property (IP) and staff recruitment and retention plans. - Establishing links with universities and industrial partners. Key successes: - Mentoring senior managers; resulting in increased confidence in monthly financial forecasts of performance. - Production of business models to assist Senior Managers with developing robust 5-year plans. - Co-ordination and delivery of technical volume to the Bid Director of £50M bid opportunity to time, cost and quality. From October 2002 to March 2004 (1 year 6 months) Business Development Manager (Rail) / Principal NDE Scientist @ Opportunity Portfolio £2M Key Responsibilities: - Formulating and managing the technical strategic market development for rail transportation. - Establishing relationships with key players in the industry and co-ordinating all technical offerings from QinetiQ to these clients. - Providing market intelligence and technically evaluated customer requirements. - Identifying opportunities for technology transfer. - Initiating R&D projects in support of market requirements. Key Successes: - Recognised by customer-base as a world expert in NDE of rail. - Leading infrastructure input to win a £25M Enabling Contract with Network Rail. From April 2002 to September 2002 (6 months) Senior NDE Scientist @ Personally accountable for £2M research programme Key Responsibilities: - Lead Researcher on all NDE projects related to bonding. - Ensuring technical programmes delivered to the satisfaction of the technical leader and the customer. - Production of customer reports. - Assisting project managers with finalising the work breakdown structures for the year and tasking requirements. Key successes: - Initiation of successful international collaborations with experts in academia and industry. - Delivery of £2M research programme to time, cost and quality. From September 1999 to March 2002 (2 years 7 months) Design Engineer @ Scientific appraisal of new technology Key Responsibilities: - Identifying and developing new techniques within other companies and academia for process monitoring equipment. - Continued development of current equipment. Key successes: - Development of gas composition analysis tool to disprove model being proposed by a consultant. - Redesign of current equipment for more consistent density measurement. From September 1998 to September 1999 (1 year 1 month)

Postgraduate Certificate, Engineering Management, Distinction @ University of Bristol From 2001 to 2003 PhD, Ultrasonic techniques for adhesive bond examination on production automotive structures. @ Keele University From 1995 to 1998 BSc, Applied Physics @ University of Bath From 1991 to 1995 Vicky Weise is skilled in: Strategy, Defence, Leadership, Change Management, Key Account Management, Aerospace, Business Development, Stakeholder Management, Business Planning, Cross-functional Team..., Operations Management, Technology Management, Outsourcing, Budgets, CRM, Management