Alun Hughes Email and Phone Number

Brought in to establish a PMO from the ground up within a long-running project including creating an aligned programme plan to define and measure progress, defining clear governance procedures whist establishing a reporting structureKey Achievements:• Organised and facilitated a series of workshops across all workstreams to align dependencies leading to development of a resourced and consolidated programme plan• Instigated and managed a series of scheduled releases to enhance the functionality of the system by removing blocker incidents• Subsequently built an environment and integrations plan and track deployment and usage across multiple regions• Created a dashboard for bi weekly SteerCo meetings to measure OKRs and milestones to give greater visibility as well as regularly updating and contributing to ExCo decks• Reinvigorated the Operational Risk review (a key part of Go / No Go decisions) and maintained relationships with stakeholders across the business through provision of regular updates.• Facilitated MI reports for Key Decision Point meeting – enabling the Senior Management Team to make an informed decision• Restructured all governance meetings to make these relevant, informative and collaborative, using these to track against the plan, remove blockers ahead of time and drive progress• Set up a leadership forum to facilitate strategic discussion, allocate tasks and revise prioritisation• Revised acceptance criteria and defined a schedule to track against this as an early warning indicator

Transformation project to implement Oracle ERP across 14 countries for a major European retailer.Recruited to implement best planning practices across the programme to provide senior management with a coherent view of progress and broaden the scope of PMO resources.Key Achievements:• Successfully implemented MS Project plans across multiple workstreams to move away from Excel plans and integrated these to the Programme Plan. Through these changes I improved visibility of both late running and upcoming tasks to facilitate allocation of resources and remove blockers.• Integrated subprojects into workstream plans to ensure alignment and liaised with external projects to align deliverables.• Initiated a new series of cross-stream meetings to identify and agree dependencies both within the programme as well as across external projects.• Revised meeting cadence to prioritise issues to ensure prompt resolution to help close out Global Design.• Worked with senior management to improve communication across the programme to drive progress through increased understanding of programme phases and goals.• Drafted the initial Launch (build) Plan for the Stock workstream, clarifying roles and responsibilities within an agile framework and ensuring resources were correctly allocated.

Transformation programme for a $4.5 billion software business operating across 44 countries to consolidate multiple source systems through implementing Salesforce & NetSuite. Originally employed on a six-month contract as an ERP PMO Analyst. Following the first of three extensions my remit was expanded to project manage the implementation of two third party vendor SaaS apps: SAP Concur and Thompson Reuters OneSource Global Trade. Key Achievements:• Successfully created and implemented project plans for both apps (one business critical) to coincide with organisation-wide, multi-system go-live – on budget, despite a 7-month extension to the project. • Concur went live across 44 countries for both Expense & Travel across 2 planned waves for 18,000 employees & OSGT is now live for over 250k accounts and 5k vendors and is an integral part of the Global Compliance framework.• Led on collaborative creation and maintenance of project docs (tech design, conceptual design, plans); resource allocation, alignment and management; environment and code management; change requests; risk assessment and management; testing cycles; defect management & quality assurance. • Supported the KPI taskforce with defining accountability for performance and process measurement to measure and analyse trends post go live against the Finance Critical Questions, enabling early analysis & reaction against adverse trends.• Aided in defining and recording the non-functional requirements of both NetSuite & Salesforce, enabling measurement of performance metrics post go live against defined critical transactions.• Facilitated SteerCo meetings as well as weekly team & daily calls across multiple workstreams determining agendas, producing collateral as required and follow up on all actions.• Streamlined meeting cadence and reporting schedules within EERP to align with programme requirements and reduce workload for PMs.

• Implemented change across the PMO to improve reporting to senior leadership by reviewing current systems with the Head of PMO and the Head of Program Delivery and ensuring governance procedures are established and documented throughout the whole Project Delivery Lifecycle• Reduced formal gate review decision time for senior leadership by 75% by designing and implementing a new process to review all collateral in advance. This enabled the Head of Program Delivery to have confidence that projects attending gates were fit to proceed• Worked with Production to integrate the Linear Project Lifecycle within the IS Governance delivery process• Improved MI reporting for senior leadership by creating task and milestone trackers/dashboards to concisely summarise the position of the Programme – these became the only reports used in weekly escalation calls between the customer and supplier senior management/commercial teams• Managed the cutover weekend for c.100 staff, liaising with security to create a plan to ensure relevant buildings were operational and scheduling staff to ensure 24hr cover in a complex security environment• Successfully delivered new process documents that have become the accepted standard within IS• Integral in communication and support of key software upgrades including Microsoft Office & SharePoint• Reviewed change processes and instigated regular reviews to expedite change requests

• Head-hunted into newly created role to modernise procedures in an £18m t/o family business• Undertook company-wide review to assess, design, instigate and implement change strategy• Established new procedures for sales, business development, customer enquiries and logistics• Instigated successful customer base retention and expansion, improving stakeholder engagement• Project managed the implementation of new procurement, sales analysis and CRM systems• Skill-set allowed for role expansion to include business development and account managementSignificant Achievements• Successfully implemented a culture change from family to progressive business ethos• Undertook successful bid and tendering process for House of Commons and Geronimo Pubs• Implemented systems to raise order accuracy to 99.5%, increasing client satisfaction• Integral to managing projects gaining BRC, ISO 9001 and Investors in People accreditation

• Head-hunted to drive business change, standardising procedures to improve service levels• Established a customer services manual, a customer and contact database, and wine list file • Liaised with all departments to support changes were implemented, monitored and analysed• Responsible for staff recruitment, training, development and retention to maintain quality Significant Achievements• Established successful roadmap for implementation of change and transformation procedures• Integral to numerous extremely successful projects including 2010 en-primeur sales programme• Planned detailed logistics timetables for London 2012, to ensure all clients were supported

• Management responsibility for a £1.7m turnover site, a team of 5, and primarily corporate clients • Designed and implemented business plan, exceeding 10% growth target, including 9% in fine wine• Trained and mentored staff to achieve and surpass targets, and managed daily operations