Austin Mcmaster Email & Phone Number

London, Gb

London Area, United Kingdom

• Established and led the Project Management Office (PMO) for Insite, a SaaS business, since March 2023.• Implemented project management processes and methodologies tailored to the tech industry, drawing on previous experience in finance to ensure efficiency and order.• Orchestrated all meetings and project lifecycles, ensuring clear communication and alignment among stakeholders.• Collaborated closely with the CEO and all relevant stakeholders to foster cohesive teamwork and drive project success.• Worked closely with IT teams to define project scopes, deliverables, and timelines, ensuring consistent and high-quality outcomes within tight deadlines.• Leveraged leadership skills acquired in a financial setting to provide effective guidance and direction in the SaaS environment.• Adapted quickly to the nuances of project management in a SaaS business, demonstrating agility and proficiency in navigating new challenges and opportunities.• Acted as the primary point of contact for project-related inquiries, issues, and updates, facilitating smooth project execution and delivery.• Monitored project progress and performance, identifying risks and implementing mitigation strategies to ensure project success.• Fostered a culture of collaboration, innovation, and continuous improvement within the project management team and across the organization.

London Area, United Kingdom

A Remediation programme initiated by the FCA to update and verify the KYC information of 15 million members. This project aimed to ensure compliance with regulatory standards and safeguard the integrity of customer data across the society's operations.• Spearheaded the human resource strategy for the FCTP, a large-scale financial crime remediation project, efficiently managing the transition and integration of 350 resources ranging from internal employees to third-party analysts from renowned firms such as KPMG and PwC.• Coordinated comprehensive onboarding and offboarding processes, ensuring seamless personnel transitions while maintaining compliance with regulatory standards and organizational policies.• Administered the procurement and distribution of necessary hardware, including laptops, to enable optimal performance and connectivity for all project team members.• Actively involved in key project workstreams—Enhanced Due Diligence (EDD), Customer Due Diligence (CDD), and Identity Verification (IDV)—facilitating resource allocation and support tailored to specific project needs.• Provided critical PMO support across various workstreams, delivering effective daily management through meticulous minute-taking, accurate status reporting, and comprehensive management data reporting, enhancing project communication and stakeholder engagement.

London, England, United Kingdom

Appointed as Programme Manager and CQC (Care Quality Commission) Manager tasked with Implementing a programme for developing the commercial, operational and regulatory activities across the private clinic. • Mobilising a greenfield PMO I implemented a hybrid methodology, (P3M) to deliver the programme which was designed using elements from both Agile and Waterfall to de-risk the delivery. Forging key stakeholder relationships, I gained a robust understanding of their business and project objectives in which I facilitated board meetings and working groups including agreeing agenda items, offering detailed evidence-based guidance. To ensure that the delivery dates were not compromised a set of controls and governance was implemented to ensure transparency and accurate reporting. Embedding regulatory and quality controls across all projects in line with World Health Organisation (WHO) guidelines and best practice protocols, I implemented three projects within the programme to enhance service delivery and expand their surgical operating capacity, ensuring hand over aligned with their contract teams and facilitated a seamless transition into their BAU operations. System/IT Transformation Project: implemented an end to end off shelf office CRM package solution to accommodate expansion and encourage commercial growth. Worked with internal data leads providing system capabilities and testing to ensure effective integration and migration; assisted clinical workstream leads on managing change process and providing the necessary training and support for the staff and return to BAU operations.  GDPR Migration Project: embedded new GDPR solution to allow migration onto a cloud-based security system  KYC Onboarding Project: Delivered bespoke KYC process for onboarding new clinicians streamlining their processes delivering an increase in operating activity of 80% within the Project life cycle

London, England, United Kingdom

Appointed as Project Manager for the post-pandemic working of Hybrid methodology change programme. The new strategy was to adopt the “Agile” methodology for several the Projects within a portfolio. • Driving knowledge development and team engagement I was able to leverage management techniques (Scrum/Workshop facilitator) to empower multi-location workstream leads. To establish the remote management structure and enable effective communication of off-site consultants with their on-site clinicians developing and implementing a high-performance project team. I Project Managed the onsite expansion of a new operating theatre working with external 3rd party contractors and internal stakeholders to deliver a new operating suite under very strict deadlines and governance set by COVID 19 regulations. Using my knowledge of the sector and its providers I was able to deliver this project in cross collaboration with governance leads to ensure compliance requirements were met and change requests were upheld in a formal change request framework. Providing test to release for clinical and non-clinical staff.

London, England Metropolitan Area

Appointed as Project Manager for an IT and Process Transformation project during COVID-19. The role required extensive stakeholder management with both external parties and the extended Project team. This was a very complex delivery coupled with a very aggressive timeframe to deliver business benefits. Implemented full governance for the Project and a suite of tools and processes that could be used and understood by team members with varying levels of delivery experience.

London, United Kingdom

Programme Analyst for the GRG (Global Restructuring Group) Remediation and Complaints Programme. • Reviewed SME enterprise customers, assessing departmental workstreams and customer journey. Gathered customer insight by working on the programmes customer helpdesk and liaising directly with customers. Engineered the programmes processes and principals, measured risks and delivered data driven insights and recommendations to senior stakeholders.Ideated the complaints closure programme phase to enable effective completion of the customer journey which was subsequently rolled-out across the bank. Conducted internal reviews to monitor departmental workstreams and control functions, embedded improved processes to increase productivity, enabling project delivery and reducing programme costs.

London, Greater London, United Kingdom

Implemented Hybrid methodologies across all projects within the programme to enable consistent continual improvement while ensuring a balanced approach to resource, capacity and project bottleneck mitigation.  IT System Implementation Project – Introduced new CRM system; collaborated with IT service providers; managed implementation process and training of all staff and consultants to ensure optimal utilisation of system functionality. Expansion Project – Project Managed the expansion of a new operating suite working in collaboration with 3rd party building contractors and internal governance leads, ensuring compliance with regulatory governance and CQC acceptance.  Office Relocation Project – managed two concurrent projects, main office refurbishment and relocation/functionality of temporary office; maintained BAU operations during relocation; managed contractor relationships to ensure all elements of refurbishment completed in line with project scope and budget.

London, United Kingdom

Project Managed the end-to-end process of opening a new liver and orthopaedic unit for the wellington hospital, The project was part of an overall programme set up by HCA to improve service and increase commercial activity by attracting private consultants to the hospital. • Vertical responsibility - To support the Project and ensure that we were meeting the required governance standards for RAID Management, Status Reporting and Financial Reporting on the Project. I aided and supported to the workstream managers and designed and prepared Programme Board packs and facilitated those meetings. • Horizontal responsibility - Setup and managed a complex Dependency Management process for both 3rd party contractors and IT right across the whole of the project. To achieve this, an understanding was required on how the Project interfaced with other areas of the organisation and to chase down agreements for these dependencies. Captured the dependencies on the log before handing over to the interlock managers to maintain.• Provided support and guidance to the Programme Office Manager to help build and shape the team coupled with processes and procedures. Implemented a comprehensive SharePoint site. The team were based out of various locations and working under strict deadlines, helped to motivate and build team moral. Deputised for the Programme Office Manager when required.

I played a key role in managing group operations, working closely with external stakeholders to manage service delivery processes in compliance with established service level agreements.I produced regular P&L reporting for the Board of Directors, analysing multiple streams of operational data to identify opportunities for improvements, preparing margin costs and trends analysis supporting strategic planning. Liaising with contracted surgeons and medical personnel, I managed expectations and rescheduled services to maintain overall profitability levels. I negotiated service contracts with hospitals based on comprehensive analyses of availability and demand. I established and managed inventory and supply accounts, creating inventory replenishment schedules to meet expected demand levels. • Worked closely with 10 surgical staff to create efficient and profitable schedule for consulting/operating days over six to nine month rolling period; achieved 60% increase in patient numbers over six-year period.• Coordinated surgical bookings, managing relations with externally contracted physicians to coordinate visits and consultation days at any of 21 clinics nationwide and surgeries at several affiliated UK hospitals.• Led and motivated bookings team, delivering top-quality client service and weekly schedule updates to clinics, surgeons, and hospitals; co-ordinated efficient planning of travel/accommodation for visiting surgeons.• Played central role in negotiation of service level agreements during transition from Highgate to Welbeck Hospital.• Managed preparation and analysis of documentation for clinics and surgeons for 14,000 patients treated by group over 10-year period, during PIP scandal of 2010.• Negotiated contracts with various private hospitals to provide first class patient care whilst achieving maximum margin profits by way of 'day rate'.

I delivered in-house professional IT support, liaising with investment bankers to provide IT advice.

I oversaw day to day running of the front of house as the sole receptionist, providing exceptional customer to all clients visiting the ICL; I organised meeting rooms and catering for the entire organisation.

Fine And Studio Arts

Education record