Amanda Griffiths Email & Phone Number

London Area, United Kingdom

Programme of work – LSEG and Microsoft Partnership Foundation (LMP) to move and consolidate 55,000 VM’s into Azure Cloud native solutionEnabling Group Innovation and Data & Analytics on number Proof of Value (PoV) with Generative AI for the enterprise (Azure Open AI and AWS Bedrock) Cloud Technologist/Adoption: Served as trusted advisor for Data & Analytic and Wealth through their Microsoft Azure and Amazon AWS Cloud Migration and Transformation journey, from the start to completion, while defining, articulating, mapping, and motivating the change. Cloud Delivery - Led co creation workshops with the Data & Analytic and Wealth while understanding their business needs, evaluating As-Is state, advising the latest best practise, defining target To-Be state, an explaining the benefits in terms of Business ROI with full end to end cross functional delivery.End to End Delivery: Led projects, from strategic planning to execution to delivery to completion, while monitoring and reporting their status to stakeholders and other involved parties throughout the project lifecycle with Architects, Engineering, Quality Assurance, Implementation and Service Transition.Cloud Factory: Full end to end delivery of applications to Cloud utilisation best practice 6 R strategies (Rehost, Replatform, Refactory, Repurchase, Retire and Retain) with the formation of a Cloud factories to operate at scale, to achieve the objectives of the programme (Migration Playbooks based on R-type).Mergers and Acquisitions (M&A) – Integration of newly acquired companies for migration into LSEG domain and services (Cloud to Cloud or On-premise to Cloud).AI Enterprise framework for adoption of AI Proof of Concepts for experimentation to enterprise use operating with tooling and LLM’s and cost benefit analysis for Azure and AWS.AI Assisted Development – with AWS Code Whisper, GitLab Duo and GitHub Co-pilot to improved the agility and Time-to-Market (TTM) with automated unit tests.

London Area, United Kingdom

Programme background: Schroders Cloud programme to move applications (628 apps) the Cloud (Ms Azure) resulting in the closure of seven Data Centres over an 18 months period to realise the overall Cloud Programme ROI.Cloud Analysis: Assessed CMDBs, Application and Infrastructure Disposition, and Application Risk and Business Impact RatingVendor Management: Authored proposals, RFP Responses, SOWS, Contracts, and Service Agreements. Negotiating scope, timelines, road maps, service agreements and SLA items with the business owners, stakeholders and the engineering teams.Service Management: Developed various Operating Models, Cloud Adoption Framework, and Operating RACIs.End to End Delivery: Led projects, from strategic planning to execution, to delivery, to completion, while monitoring and reporting their status to stakeholders and other involved parties throughout the project lifecycle with Architects, Engineering, Quality Assurance, Implementation and Service Transition.Cloud Product Owner: Served as the “custom of voice” while collaborating and providing feedback to the technical teams during the authoring process. Key contributor in partnership with leadership driven customer business development initiatives and new product offering.Cloud Factory: Full end to end delivery of applications to Cloud utilisation best practice 6 R strategies (Rehost, Replatform, Refactory, Repurchase, Retire and Retain) with the formation of a Cloud factory to operate at scale, to achieve the objectives of the programme.

London Area, United Kingdom

Digital Agile /Governance – Help improving programme cloud governance and setup of PMO process - Business focus project reports, bottom up PMO process creation, govern multiple projects with conflicting priorities, tracking, reviewing, and reporting changes with focus on stakeholder management. Escalations from the Global Scrum teams on a daily base to the Scrum of Scrum (SoS) board..Budget Control – Financial reporting and budget controls for the programme portfolio.Vendor Management – Selection and setting of technologies partnerships Microsoft, Amazon, Google, and other consultancies (NDA’s, SoW, procurement and MSA)Digital PaaS - Establish internal processes to ensure best practice within Arup’s Digital Services for IaaS, PaaS and SaaS patterns and Cyber Security.Vendor Management – Negotiation licensing across the Cloud estate i.e. Splunk, Oracle, AWS, Google and Microsoft etc.Service Management – Tasked with enhancing the service management reporting and stats collection cross the global platform with a view of continuous service improvement against SLA’s and KPI’s.Cyber Security – Improvement the security processes and incident responses and protection by upgrading several cloud services i.e. DDoS, IDS and Cloud Flare conjunction with Arup’s Cyber Security team. (ISO27001 /BS7799)Data Centre Exit Strategy – To reduce the on-premise Data Centre footprint over 18 months period to single DC per geographical region considering Data residence and regulations including global infrastructure upgrades across the Global.Cloud Factory -End to end delivery with the formation of the ‘Cloud factory’ to industries to operate at scale with parties throughout the project lifecycle - Architects, Engineering, DevOps, Automation, Quality Assurance, Implementation and Service Transition

London Area, United Kingdom

Programme background: To help kick start a new digital strategy and way of working within Pharma Supply Chain (PSC) and product ownership for - cloud infrastructure, data, people, organisation design, analytics capability, and organisation mindset. Ensuring business value is at the heart of business innovation and business user journeys and backlog. Initial quarterly planning with digital business deliverables, roadmaps, backlog priorities and Minimum Variable Products (Alpha and Beta products) - Data as a Service and central Data Lake and marts.Digital Agile /Governance – Help establishing programme cloud governance and setup of PMO process - Business focus project reports, bottom up PMO process creation, govern multiple projects with conflicting priorities, tracking, reviewing, and reporting changes with focus on stakeholder managementVendor Management – Selection and setting of technologies partnerships Microsoft, Thorogood and other consultancies (NDA’s, procurement and MSA)Digital Data & Analytics technologies - To help establish data and analytics technologies patterns with explicit focus on service catalogue, master data management, data pipeline, data lake with data ingestion so providing Data as a Service (DaaS) to Data Analysts, Data Scientists and Developers. (incl: AI, Big Data and Data Bricks)Digital PaaS - Establish internal processes to ensure best practice within GSK Digital Service for IaaS, PaaS and SaaS patterns and Cyber Security.Data as a Service (DaaS) – Creation of Data platform within GSK to use a DaaS solution

London, United Kingdom

AWS Cloud Platform & Adobe Experience Manager - Nissan - Platform Accelerating Customer Experience (PACE)

London, United Kingdom

AWS global platform over three geo regions delivering content to excess of 200+ Nissan websites with fully intregated marketing and lead genration on Adobe Experience Manager (AEM) GCP Cloud Platform - AI Driven Customer Insights and Hyper-Personalized Experience Operational budget and cloud billing on behalf of Nissan - responsible for all the AWS and GCP charges on monthly bases to ensure efficient use of all cloud services and cost-effective management with a view of cost optimisation. ($600k reduction over 6 months) Improve the global Target Operations Model (ToM) with a service improvement backlog against measured quarterly targets on SLA’s, KPI’s and operational corrective process. Agile controls- (incl: Minimum viable product (MVP), Sprint planning, Backlog (creation and grooming) Evolve the Cloud architecture towards as cloud native principles and improve resilience, business continuity and HPC to upgrade the current technology stack with the introduction of Containers and Kubernetes as a Global PaaS. Productionise NEW GCP Big Data and Artificial intelligence PaaS for global use, with service management, change management, major incident management and operational management.  Improve and update the Global Cyber security and Identity Access Management (IAM) standards, controls, real-time reporting and alerting. Improve cloud scale-ability and auto-scaled environments using automation and config CI/CD tools (Terraform, Ansible, Puppet) for infrastructure on demand. Effectively manage stakeholders at all levels through proactive, transparent communications from Sys Ops engineer to Board level presentations. Dependency management - Lead analysis and ensure all impacts of dependencies are addressed in the overall Operational plan.  Global application support, content distribution using Adobe experience manager (AEM) for all Nissan content authoring teams for 200+ websites including Russia, China and Mexico and back-end API integration.

Leeds, Europe

Programme Vision :Digital and business transformation to enable technological innovation with cost transparity, scalability, integration, standardisation and application alliary to market thorough Cloud adoption.Digital services require constantly evolving software to keep up with competitors, which drives requirements for agile development and DevOps practices. DevOps requires continuous delivery of changes to code, which demands the immediate availability of infrastructure for deployment, for which infrastructure as a service (IaaS) and containers and enable business transformation.The creation of the cloud migration programme to help facilitate William Hill’s 12,000 servers on premise estate (physical, virtual and private cloud), distributed across nine business units and 700+ online applications to migrate over 18 months period.Migrate to Micro-services and Containers platform (PaaS, SaaS, IaaS, SaaS, Kubernetes (EKS), Dockers)

London, United Kingdom

Programme Vision :Digital banking transformation into the public cloud to enable business expansion plans.The Cloud programme mission to facilitate HSBC project teams to utilise AWS Services in order accelerate cloud first/native adoption and policy within the bank in secure manner to ‘Live Operations’* Cloud adoptions 10-point front door project engagement process across the bank for use public cloud:(1) Business Case (2) Business sponsorship and funding (3) Service Tier levels considerations (4) Data and Security considerations (5) Regulatory Compliance (6) Solution architecture and Target design (7) Quick start Proof of Concept or Full Production Service (8) Network connectivity requirements (9) AWS Region Selection (10) Resourcing the Project and DevOps Operations and Process.* Build repeatable patterned based solutions and enable multiple team to benefit on pervious development and discoveries. Full automated infrastructure as code for all cloud services (Terraform and AWS CLi)* Developer toolkits for containers and continuous integration and deployment (CI/CD) pipeline for re-use.* Security compliance framework controls and patterns to promote secure use of cloud first projects.* Ensure team use of technologies are right for the solution and automation on the cloud.* Create a global view of requirements all HSBC team to define the priority /road mapping of technology defaults readiness and target maturity – Big Data, Data processing, operations, networks, content, non- functional requirements, compute, non-security tooling and application

Poole

As part of a wider programme, the RNLI Lifesaving Activity Reporting (LSAR) project has delivered an intuitive and user-friendly solution for the recording and management of an enhanced range of lifesaving activities, replacing use of the SAP Return of Service processes and enabling improved reporting and analytics. * The LSAR programme delivered the following key objectives:• Provides a robust, reliable and secure platform on Azure.• Enhanced the user experience by providing a user-friendly, web-based User Interface (UI) • Presents the user with tailored content and questions/answers in a logical progression, based predominantly on previous answers• Is based on the principles of incident-centric reporting, thereby enabling significantly improved reporting of activities undertaken by multiple Search and Rescue (SAR) units.• Is designed, where appropriate, to enable business users to update specific functions and underlying data, such as business rules, rather than relying on IT support• The range of activities to be covered by LSAR will provide additional data to the RNLI, which in turn will enable more informed decision making, both within the RNLI and in a wider external national and International context. (The LSAR System is used in the UK, Republic of Ireland and the Crown Dependencies.)• The solution provided foundation platform for later development which provided real benefits of improving efficiency and effectiveness and maximising the payback.* Wider organisational transformational and working practices• Adoption of Agile methodology and principles with in the RNLI from velocity management, sprint planning and backlog creation and reporting.• Introduction of Cloud infrastructure, capacity on demand, full automation and recovery with security controls and practices into the RNLI as organisation.• Enabling the RNLI to build Dev Ops capabilities and ‘Live Support Operations’ to support the platform and Live incidents.

London, United Kingdom

Monitise programmes to develop the RBS Mobile Banking service – the UK’s most popular mobile banking service, 4m users, £40bn annual mobile payments, responsible for 25% of all RBS Group transactions. After working on number of Monitise accounts which include mobile banking services over the period of 2.5 years which included Virgin Money, Co-op Bank, HSBC, Mark & Spencer, Visa Corp, Visa Europe and all other Monitise clients. o o RBS / NatWest / Willams & Glynn Programme achievements:• Turnaround of £5m upgrade programme to eliminate RBS mobile banking outages and reach 99.95% uptime SLA (cited by RBS IT Chief as the leading example of RBS technology improvement: http://www.rbs.com/news/2015/february/building-a-strong-foundation.html)• Established ability to ‘deliver to plan’: introduced product-based planning and delivery control methods, new resource capacity planning and risk-led stage planning.p• Client Management transformation: restored trust from senior executives with promotion of transparent planning and successful on-time deliveryo Other programmes:• Mobile Banking Product management enchantments and strategic roadmaps development (Cloud bases services and API integration)• Global Release and Portfolio Management of number of clients and requirements.