Adam Kendall Email and Phone Number

Leading on the Finance & EPM work stream, as a part of a major Oracle improvement programme. My responsibility covers the delivery of system and process improvements across all finance modules, and the reimplementation of an EPM solution to support the Council's planning and budgeting processes.

Barnett Waddingham is a leading independent consultancy firm providing risk, pensions, investment and insurance advice and products to their clients. Due to significant growth it was recognised that improvements needed to be made to its back-office systems to reduce the inhouse support required to effectively manage them. A major transformation programme was initiated to move to a consolidated back office system utilising Oracle Cloud technology.I was engaged as an implementation manager to support the business and the system implementer to effectively deliver all financial and procurement elements of the solution. The assignment is ongoing, however my achievements to date are:• Project managed the design, build and implementation of the ERP solution, significantly enhancing the functionality available to the business.• Following a re-plan on arrival, the delivery of project on time and on budget.• Delivered training to both professional users and the business on how to best utilise the finance and procurement functionality within the system.• Acted as the primary internal technical lead, support business service requests, managing the application whist training the internal team to take ongoing ownership.

As a shared service provider, OneSource was tasked with transforming its back-office systems to more effectively support both the London Borough of Havering and the London Borough of Newham. The application used to collect income from the public was not fit for purpose and initiated a programme to implement CivicaPay.I was engaged as the project manager to deliver the implementation of CivicaPay and to ensure that both Councils were able to effectively and securely collecting income from the public and that the income collected was allocated to the appropriate line of business systems. My achievement during this assignment included:• Reinitiated the project following it being placed on hold for a year. This has included the reforming of the project team, creating a new governance framework and re-engaging with the supplier to understand the requirements and rebase line the delivery timeline.• Successfully deployed phase 1 of the programme, with both Council now using CivicaPay as their primary method of collecting income. The payment channels included in the project were internet payment, automatic telephone payments, officer led payment and integration to third party payment systems.• Developed and delivered training to officers responsible for collecting income.• Supported the business in transitioning across to the new system and provided direct assistance to improve business process and addressing technical issues.• Delivered new income collection channels enabling business areas to move away from taking income over the phone.• Evaluated compliance with cardholder data security standards (PCI DSS) and implementing an action plan to address issues.• Planning the delivery of the integration of CivicaPay into the line of business systems.

As a shared service provider, OneSource was tasked with transforming its back-office systems to more effectively support both the London Borough of Havering and the London Borough of Newham. The organisation initiated a major transformation programme to move its existing ERP systems to Oracle Fusion. I was engaged to act as a functional lead for the delivery of the strategy financial planning and budgeting functionality (Oracle Planning and Budgeting Cloud Services), and ensuring that across the solution the business intelligence products deployed supported the business in effectively managing the new systems and answered the key business questions. My achievements during this assignment included:• Project managed the design, build and implementation of a comprehensive suite of strategic financial planning and monitoring tools utilising Oracle Planning and Budgeting Cloud Services, significantly enhancing the functionality available to the business.• Evaluated the information requirements to support the business in utilising the new system and converted them to specifications to enable the delivery of over 160 new information products ranging from line manager dashboard’s to automated letters.• Delivered training to both professional users and budget holders on how to best utilise the functionality within the system and to ensure that they are able to maximise the value of the information available.• Led the roll out of the application to over 600 business users across both Councils, working with individual budget holders and senior stakeholders to resolve and issues and embed the new system in the business.• Acted as the primary internal technical lead, support business service requests, managing the application whist training the internal systems team to take ongoing ownership.

Drax is a FTSE 250 electricity and gas supplier who both generate and sell power to the market. Due to significant growth it was recognised that the retail organisations needed to modernise and consolidate its systems. A major programme was initiated to move from legacy systems to a mix of Oracle on-premise and cloud-based applications.I was engaged to provide consultancy on how the data analytics within the new systems could be best utilised and ensure that the information requirements to support the business once the system was live were met. My achievements during this assignment included:• Project managed the implementation of Oracle Business Intelligence (OBIEE and OTBI) across a suite of on-premise and Oracle Fusion applications, liaising with the system integrator to implement, test and release the core products.• Led the capture of business analytical requirements and was instrumental in the development of a suite of new dashboards and analytics that significantly enhanced the insight available and reduced reliance on existing spreadsheets to answer key business questions.• Utilised Agile sprints to ensure that products were developed and delivered to the business at the earliest opportunity.

The Police and Crime Commissioner for Essex is an elected role, and the individual in the role is charged with securing efficient and efficient policing in Essex. To support the discharging of their duties a number of officers are employed by the PCC. I was engaged to lead on strategy development and performance improvement for the Office of the Police and Crime Commissioner for Essex. My achievements during the assignment included:• Enhanced Essex Police’s performance framework, including the development of a Police and Crime Plan Delivery Plan, ensuring there was a measurable link between the PCC’s strategic objectives and operational delivery.• Reviewed and enhanced the risk management framework, ensuring that key strategic risks were being effectively managed and mitigated.• Project managed the implementation of joint governance between Essex Police and Essex County Fire and Rescue Service. This included worked closely with the Home Office and the leaders of both services to obtain approval of the business case, development of new primary legislation, and development new policies, procedures and structures, which were required to enable an effective transition to joint governance.

Essex County Council is one of the largest councils in the country with expenditure exceeding £2 billion. It recognised that their existing ERP system required modernising and therefore embarked on a large and complex transformation programme to a single Oracle platform.I was engaged as the Business Intelligence Project Manager to lead on the delivery of the new analytical capabilities provided by the Oracle’s business intelligence toolset (OBIEE). My achievements during this assignment included:• Led on gathering and understanding the complex business intelligence requirements of the business converting them in to user stories and storyboards to provide the developers with a clear framework for development. • Delivered sector-leading dashboards for budget management, HR, and commercial, which significantly improved the timeliness and quality information that was available to the business.• Led an internal team of business analysts and developers, and managed a third party, to deliver against the businesses reporting requirements for the new system.

Essex County Council is a large and complex organisation and their information requirements are broad and extensive, however their existing approach to data and analytics was disjointed and struggled to benefit from the combined synergies and benefits. It was recognised that their approach to managing their information assets required change.I was engaged to provide strategic leadership of the performance and business intelligence function. This role managing over 60 staff across six separate teams. My achievements during this assignment included in providing insight and intelligence to support senior management and elected members in their decision making. • Undertook an assessment of the Council’s use of information, assessing its level of data maturity, which cumulated in the development of a new Business Intelligence Strategy for the whole organisation. • Delivered a restructure of the separate performance teams, bringing them together to work in a single location to improve efficiency and share best practice.• Close liaison with Management across all areas of the organisation (which included Children’s and Adults Social Care, Education, Highways, Corporate, Finance and HR) to support the production of management information reports and the use of data.• Developed and implemented an improvement plan for the Education performance teams due to the customers’ needs not being met.• Due to a management team vacancy, provided direct strategic oversight and leadership of the Children Social Care performance team during an Ofsted assessment. During my time in this role I undertook an assessment of the Council’s use of information, and its level of data maturity, which cumulated in the development of a new Business Intelligence Strategy for the whole organisation. An outcome of this assessment led to me undertake a restructure of the separate performance teams, bringing them together to work in a single location to improve efficiency and share best practice.

NEST is a trust-based workplace pension scheme that was set up in 2012 to support the workplace pension reforms. As a public corporation it reports to Parliament through the Secretary of State for Work and Pensions. As a part of its creation it was recognised that it needed to develop robust governance to report progress of the rollout of the new pension scheme.I was engaged to design, build and embedding the organisations strategic business planning and performance management framework. He worked closely with senior management and trustees supporting them in defining the key business questions they wanted answering to understand the performance of the organisation and their key strategic risks and their appetite to those risks. I also designed and prepared a balanced scorecard to enable them to track progress of the business, which was used as the scheme went live during the summer of 2012.

Tendring District Council is a small but complex local authority located on the Essex coast. It is responsible for a demographic that contains one of the oldest populations in Europe and the most deprived ward in England.I led the team who were considered to be the catalyst for change. I was responsible for policy development, creation of business insight and performance reporting, strategic asset management, IT and the project management office. During my time at the Council I delivered multiple projects such as the creation of a new corporate strategy, the transformation of the approach to organisational performance management framework, facilitated major community asset redevelopments, the redesign of the website, and the outsourcing of operation IT support.

Starting as a trainee accountant I progressed to an Audit Manager specialising in the public sector. As a part of this role I worked closely with senior stakeholders both internally and externally delivering risk-based audit assignments, delivered training, and development of analytical tools to improve the efficiency of audits.