Key Achievements:• Responsible for the service management of the Cabinet Offices’ shared services call off contract as part of the wider Framework Authority.• Established a clear understanding of the current service to be able to effectively manage and mitigate service risks and issues and identify potential improvements. • Established effective working relationships with colleagues across the corporate services group including Finance and HR, commercial specialists, Government People Group (GPG), and other government departments using the service such as DWP, MOJ and Defra.• Created and presented regular performance reports to formal governance boards, providing a single view of service performance. Attended regular supplier led boards as the CO representative.• Project managed tactical service improvements, working with suppliers and business areas to ensure delivery.• Planned service roadmaps prioritised by business benefits, assisting transition to a future service• Developed strong relationships with process owners across the business to drive service improvement in readiness for the new service.• Instilled a culture of continuous improvement into service delivery.• Developed a strategic supplier relationship in readiness for service transition.• Represented the Cabinet Office in working groups and boards to ensure service transformation for shared services meets Cabinet Office requirements.

• Successful implementation of the Integrated Technology System (ITS) Programme (SAP for Finance, Commercial, Inventory, Assets, Estates, Health & Safety and People Services) – the largest technology and business change programme the Government of Jersey had ever undertaken.• Established and led the first government wide Intelligent Client Function to act as the bridge between the government and partners (supplier, delivery and programme) delivering the ITS programme• Managed the ICF team and programme partners, ensuring the delivery of the programme followed best practice methodologies and that agreed outcomes and benefits were tracked and realised.• Managed internal and external relationships including Government Ministers, external vendors and Chief Officers across government.• Led a complex matrix structure of ICF team, multiple suppliers and GoJ central (BAU) teams, ensuring the programme was adequately resourced and that change delivery was managed across all impacted departments.• Developed frameworks for Programme and Change Management to ensure best practice standards were achieved and could be adopted for future projects and programmes. • Ensured programme governance aligned with GoJ policies whilst challenging and influencing the existing policies to adapt to new operating models and ways of working as defined by the programme.• Established BAU governance across technology, people and process to ensure the successful ongoing continuous improvement and change management of the system.

• Led a programme, working alongside local partners (Local Authorities and Voluntary, Community and Faith Sector organisations) to refine and redevelop policy, products and services which were established in extremis during the height of the Covid 19 pandemic in order to make these services more accessible and serve the needs of whole communities, particularly those groups which have been underserved and disproportionately impacted by the pandemic. • Worked across UKHSA to embed a co-design capability and mindset to ensure that future policy, products and services are developed with the users of these services to ensure that they meet their needs and are accessible to all.

Working with the CEO to develop a strategic roadmap and initiate a portfolio of projects and programmes to realise the strategic objective of growth in new products and markets.

Established and led a collaborative and customer focused enterprise PMO who worked in partnership with business stakeholders to deliver strategic initiativesDelivered multi-million pound portfolio of major programmes and projects Embedded a culture of ‘one team’ across the group, engaging leaders and colleagues to translate desire for change into practical value add solutions. Led as group change management champion; responsible for ensuring that all programmes and projects were systematically identified, prioritised, planned and delivered using appropriate delivery methodologies. Transformed the online customer experience, delivering effective digital products.Oversaw the effective leadership and management of the project management office (PMO) - providing data and analysis to senior leaders on programme status, risks, finances, interdependencies and benefits.Led, developed and inspired the project delivery professionals within the organisationBuilt project delivery capability within the organisation through strategic recruitment, development and talent management and leading, coaching and motivating multi-disciplinary project teams to successfully deliver.Accomplishments: Succeeded where others had failed to establish a successful PMO functionIncreased the departmental Great Place to Work score from 43% to 89% Winner of 2019 APM Contribution to the Profession award.Winner of the 2020 PMI PMO of the Year award.Developed an innovative portfolio prioritisation process to ensure that projects with the highest strategic alignment, business criticality and return on investment are prioritised for long term delivery alongside the delivery of quick wins.

Fully accountable for:• Leadership of a large department (c.1000) of multi-disciplinary internal, contract and managed service technical and management resources across multiple global locations. • Delivery of a portfolio of programmes, projects and service management functions, including 24x7 operational support of the 2000+ applications used across group companies. • Operational service delivery – against an ITIL framework, delivering year on year improvements in service delivery against a reducing cost base.• Management of resources from across IT and business departments, facilitating the decision-making process relating to business change and group IT solutions. • Overseeing software suppliers and outsourcing resource vendors with an external spend of circa £150M p.a., including on-going commercial negotiations, contract renewals and invocation of financial penalties. • Interaction and influencing up to board level across BA, IAG group and suppliers.• Delivery and support of application software roadmaps and business relationship management using appropriate project delivery and control methodologies (Prince2, Agile) and operational frameworks (ITIL).• Production of financial and resource forecasts, business cases, robust project plans, project governance and third party contract management.• Application of continuous improvement and application rationalisation across the IT estate, reducing cost year on year.Key Accomplishments:• Led department through significant transformation change programme from single organisation (BA), through growth and acquisition, to multi-operating Company (Op Co) with a centralised IT function (IAG).• Shaped and led a multi-year programme for the strategic outsourcing of IT Applications Services, leveraging volumes and offshore/nearshore capabilities to provide a consistent and scalable model across Op Co’s, realising savings upwards of 50%.

Successfully established the Resource Management (RM) function within IT, efficiently implementing new processes and procedures. Recruited, developed, trained, allocated and monitored department IT staff. Advised and influenced line and senior management on policy and process to enable departmental restructuring and introduction of new ways of working.

Originated and managed a Project Management Office (PMO) to support IT staff in applying approved project management tools to ensure efficient and effective project planning. Promoted and implemented best practice project management through the roll-out of a project mentoring programme to coach Project Managers in project initiation, planning, control, reporting and quality procedures.