Ant James Email and Phone Number

I am part of a transformative project in Defence People, aimed at revolutionising services for the great people working within the Ministry of Defence. We are expanding the use of the Oracle Fusion platform across the Defence Enterprise, simplifying policies and processes to create innovative services for Military personnel, Civil Servants, and their dependants worldwide. Our goal is to provide leaders and HR professionals with user-centric tools to manage their teams effectively, enhancing everyone’s experience. This initiative is a key part of the MOD’s Corporate Services Modernisation (CSM) Portfolio.

Deputy Project Manager for creating a digitally enabled HR Shared Service Centre. Responsible for gathering and prioritising requirements from stakeholders, creating user stories, and working with the development team to ensure the timely and successful delivery of the application.Collaborate with HR managers to identify areas for improvement and automation within the HR processes and translate those into actionable development tasks.I manage the development roadmap, ensuring that it aligns with the overall strategic goals of the organisation and meets the needs of the stakeholders.Conduct regular meetings and communication channels with stakeholders to gather feedback, provide updates on progress, and address any issues or concerns.Coordinate with the digital department l to ensure that the necessary infrastructure and resources are in place to support the development and deployment of the application.Provide guidance and support to the development team, including problem-solving, clarifying requirements, and ensuring the application is delivered within the agreed-upon timelines.Monitor and track the development team's progress, ensuring that tasks are completed on time and within budget.Collaborate with other project managers and stakeholders to ensure the application aligns with other ongoing projects and initiatives within the organisation.Regularly review and evaluate the application's performance, identifying areas for improvement and working with the development team to implement necessary changes or updates.Stay up-to-date with industry trends and best practices in application development and agile methodologies, and apply this knowledge to improve the development process continuously.

I instigated a travel compliance framework to ensure adherence to regulations and policies for over 30,000 personnel worldwide. This led to conducting comprehensive audits of client management systems, both on-site and offsite, to assess compliance with Defence Internal Audit requirements. Additionally, I would deliver training on the internal audit processes to clients and senior leadership teams to enhance compliance awareness and understanding. I needed to utilise data analysis techniques to identify trends and patterns, enabling the development of effective control measures to mitigate fraud risks. I worked closely with the finance department to provide budgetary advice to support the deployment of HM Ships across various locations globally. Whilst in the role, I streamlined operations by amalgamating two functions, resulting in an annual cost-saving of £45,000 for the Royal Navy. During the Covid-19 global pandemic, I Implemented a policy addressing hotel no-shows to minimise financial losses and improve efficiency in travel arrangements.

This role required collaboration with 28 HR departments ashore and afloat across the South East to identify gaps or areas of improvement in their people practices, providing guidance and support in implementing necessary changes. This was delivered through regular training and workshops to educate HR teams on regulatory requirements and best practices.This also required conducting periodic face-to-face inspections and audits to ensure that HR processes and practices were followed correctly and following regulatory guidelines. This involved analysing people-related data, reviewing documentation, conducting interviews, and evaluating HR systems and procedures to identify any areas of non-compliance or potential risks.I was responsible for staying updated on current and future regulatory developments and adjusting compliance strategies to mitigate potential risks. Building and maintaining key stakeholder relationships was an essential aspect of this role. This included collaborating with internal HR departments, regulatory bodies, and other relevant stakeholders to ensure compliance and address compliance-related issues or concerns.

I led a department of 35 personnel in providing expert people and payroll advice and guidance to approximately 2,500 personnel across 150 organisations nationwide. All actions had to be in line with current legislation as well as company policies and procedures, ensuring best practices were followed.One of my key responsibilities was influencing management thinking on various people issues. I actively engaged with management teams to address and resolve any employee development concerns. By staying informed about the latest trends and research in HR, I provide valuable insights and recommendations to help organisations improve their people management strategies.During this time, I completed a BSc in Human Resources Management. This educational background equipped me with a solid theoretical foundation, which I could apply practically in my day-to-day responsibilities by implementing effective performance management practices. This included designing and implementing performance appraisal systems, creating development plans, and conducting regular supervision. I believe in fostering a culture of continuous improvement and providing constructive feedback to employees, which ultimately leads to enhanced performance and growth.

I was required to develop a comprehensive workforce strategy for c.800 people professionals in the Royal Navy, considering the operational needs of the organisation and its people. This would involve interviewing, leading, coaching, and placing talent into jobs worldwide, both at sea and on operations.One of the critical challenges in managing this workforce is the global displacement of personnel in various Embassy-related roles. It was crucial to be culturally aware of the locations where people would work and understand the domestic environment to ensure it was suitable for the employer, employee, and often the employee's family. I would need to carefully consider the professional and domestic implications of each individual, weighing them against the needs of the service. This would ensure that the long-term goals of the Royal Navy are achieved, recognising that people play a significant role in the organisation's success.

As the gatekeeper for digital change in the Royal Navy's people management system, I was crucial in facilitating the request for change process. I thoroughly understood the needs of the organisation and its personnel and effectively elicited the requirements for digital transformation projects.One of the key areas I focused on was HR data. By implementing innovative solutions and leveraging technology, I was able to transform the way HR data was managed and utilised within the organisation. This led to more efficient processes, improved accuracy, and enhanced decision-making capabilities.In addition to HR data, I also oversaw the evolution of legacy systems to provide a far more intuitive user experience. This involved introducing user-friendly interfaces, streamlining workflows, and integrating new technologies to simplify tasks and enhance productivity.A critical aspect of my role was articulating the return on investment (ROI) for digital transformation projects. By conducting a thorough analysis and presenting the benefits and potential cost savings, I ensured that the organisation understood the value of the proposed changes.Furthermore, I actively supported change management throughout the implementation process. I worked closely with key stakeholders, communicated the benefits of the changes, and provided training and support to ensure a smooth transition.

Working in an operational theatre can be highly demanding and dynamic, requiring the ability to quickly adjust to changing circumstances and make critical decisions under pressure. I successfully demonstrated my agility and adaptability by effectively managing various challenges and maintaining a high level of performance throughout.This role required a specific and firm understanding of the strategic and operational aims. I coordinated and implemented plans, ensuring effective communication within the headquarters and providing timely and accurate information to the Commander. I was also responsible for managing resources, analysing data, and making informed decisions to support achieving objectives.In recognition of my contributions, I was honoured with the Senior Non-Commissioned Officer efficiency prize. This award highlighted my dedication, professionalism, and exceptional performance in managing the British Headquarters. It served as a testament to my ability to contribute significantly to managing operations and achieving desired outcomes successfully.

Varied Leadership and HR Roles including HR Management, Auditing, Compliance, Training, and Information Management