After the inception phase (see below), I was asked to continue as Head of Programme to deliver my proposal and the new product to its first customer. I was responsible for the coordination of software development activities across all four of Skymetrix’s products working with the Product team to resource the five development teams according to the priorities of the company. I also remained Scrum Master for three of the five development teams.Key Achievements –• Successfully delivered new SaaS product to the first customer in March 2023 and then version 2.0 of the product in September 2024• Implemented the Agile Software delivery framework company-wide (Scrum or Kanban depending on team requirements). Drove an initiative to make all teams disciplined in the use of these frameworks so that they become consistent and predictable• Implemented the Programme Management process which allowed quarterly prioritisation and resource planning across all four products• Reported progress, risk and issues of all software development projects to the Board, Management team and the rest of the company in regular meetings• Led the initiative to move to a CI/CD release process working with the DevOps, QA and Technical Leads to make sure that we delivered features to our customers faster whilst still maintaining quality• Created the Jira agile project management structure including automation• Implemented the company time recording system (using Jira Tempo) to allow budget tracking and improve effort estimation• Recruited my successor in the Programme Manager role and handed over my responsibilities

Skymetrix is a Fintech company in the aviation industry which was created in 2021 by merging two companies. I was contracted by the investment company to manage the inception phase of the project to merge the two companies’ products. I setup the Agile development process for the project. I acted as the Scrum Master for the two development teams which conducted several Proof of Concepts, leading to a decision on the technical and functional roadmap for the full project. In this role I introduced the standard Agile ceremonies including an architectural review board. I also performed the traditional project manager role of progress management, reporting, issues, risk and resource management which I presented to the steering committee and to the board.Skymetrix is based in Germany and Romania, I worked fully remotely for the duration of the project.

Rappi is a Central and South American eCommerce Super App which provides its customers with numerous services including grocery home delivery, restaurant take away delivery, a payment service, plus many others. As Programme Manager for the grocery home delivery vertical, I coordinated effort across 11 product teams as well as managing two projects which cut across several verticals.My role included Agile Coach and monitoring/reporting on the 11 scrum teams, issue resolution within the product team, running vertical wide retrospectives, coordinating big room planning and project management of goal-oriented projects. As Rappi is based in Colombia, during the Corona Virus Pandemic I worked remotely from the UK and I had the challenges of cultural, language and time differences to overcome.

I managed the project to improve the TUI Belgium e-Commerce website search engine using GridGain and AWS technologies. This was an agile project within a tradition programme management environment, so I performed Scrum Master duties as well as more traditional project manager activities (e.g. formal reporting, risk management, change control).This was a very challenging assignment as deadlines were aggressive and it was very high-profile project within their programme of works. I was working with a co-located team in Belgium whilst based remotely to the team in the UK. I successfully built a high performing team and managed to create a great working relationship despite the communication challenges including not speaking Flemish. Unfortunately, due to budget cuts caused by the Corona Virus outbreak the project was cancelled before its completion.

Managed a project in the Operational Resilience Squad to deliver learning materials to increase Nationwide's developer's knowledge of resilient procedures and practices.This was the first time I managed a team using the Agile Methodology who weren't engineers. I was assigned the project close to the completion date after the previous PM left the department.In a short period of time I successfully delivered the core resilience non functional requirements which Nationwide's projects must fulfil and the Educational modules to teach the Engineers resilience practices and procedures.

MyLife Digital (MLD) is a software start-up company specialising in developing software which helps their clients manage and analyse their data. Their main product provides a tool to manage data allowing the client to comply to the new GDPR legislation.I started very early in the company’s lifetime and have created the corporate project methodology which has been audited several times against the ISO27001 standard. As the company has become more successful my team has grown and I have currently two Project Managers and two Business Analyst reporting to me.

• Programme Manager for all Mylife Digital projects. I ran the monthly programme steering committee with the company executive.• Project Manager for other client implementations of GDPR software including EON and Mitsubishi. With my business analyst team created a framework to audit a client’s data landscape in order to establish what personal data is being held and their processing justifications.

• Project Manager for the first implementation of the GDPR product for Dogs Trust. This was an 18-month project with several bespoke functions required for the client. As it was the first project for MyLife Digital the project including setting up the support process for clients.• Project Manager for data analyst tool for the Rugby Football Union (RFU) which was rolled out to 14 rugby academies around the UK.• Temporary Scrum Master for the two development teams whilst a new Scrum Master was recruited. I managed the development team for seven sprints four of which we completed 100% of the commitment. Prior to me starting in the role none of the sprint’s commitments were completed successfully.• Project Manager for the company office move. I successfully moved 80 members of staff from two separate locations into a new office. This included a server room move and some building redevelopment.

Ocado is an Agile development environment – as Programme Manager my challenge was to communicate project goals to make sure that the different scrum teams are working in the same direction and that the Ocado management team are informed on the progress of projects.Key Project Achievements –• Programme Manager on Ocado’s £15M replatforming project. The two year long project involved redesigning every application that Ocado maintains so that they can be used for other Retail Clients around the world.• Managed the project initiation and change management process between Ocado and Morrisons. In 2014 Morrisons became Ocado’s first client. As the Ocado technology contact for Morrisons I frequently have to perform account management activities.• www.sizzle.co.uk – Led the project that created a new webshop for Ocado which has been trading since August 2014. • Managed the project that introduce a click and collect offering to Ocado’s customers. This was run as a trial to analyse the customer requirement and therefore the project challenge was to identify a solution that took the least amount of development whilst providing the necessary functionality.• Paypal – Introduced a new payment method co-ordinating with the Paypal project team.

Ocado is an Online Supermarket based in the UK. It operates exclusively online without any physical stores. Ocado has a large Technology department compared to the size of the company as its philosophy is to drive efficiencies by heavily automating its warehouses and developing and maintaining its own suite of applications to manage the full lifecycle of a customer order. I started at Ocado as a Project Manager working on their warehouse systems.

Wincanton is the third largest logistics provider in Europe. I specialised in the development and implementation of warehouse management systems, Wincanton’s own and third parties’ systems. Logistics is a cost and time driven industry, on many occasions I successfully delivered to demanding time and cost constraints.

Corona Energy maintains a bespoke system which manages the complete quote to cash process. My role within the department was to specify the businesses requirements, develop solutions and manage subsequent development projects. As a new member of staff I introduced development review meetings and testing workshops.

• Team Leader of the company’s Intranet Development Team. This role included the responsibility of two developers as well as analyst duties.• Analyst for £15m Gas Trading Project. Responsible for gap analysis and development of the trading environment to meet the evolving business needs.• Business Analyst for the selection of a risk management tool. I selected a risk management application that was successfully rolled out to over 500 users in 13 sites worldwide.• Member of the staff committee. I was a key member of the group that introduced the employee reward scheme.