Dynamic and innovative construction professional with a keen ability to motivate and organise teams, foster self-organization, and drive productivity. Adept at generating and implementing new ideas while ensuring that team contributions are maximized. Effective change agent with a strong desire to innovate and bring others on board. Proficient in navigating a way ahead by leveraging team talents, managing responsibilities, and networking to develop organizational understanding and exploit new… Show more Dynamic and innovative construction professional with a keen ability to motivate and organise teams, foster self-organization, and drive productivity. Adept at generating and implementing new ideas while ensuring that team contributions are maximized. Effective change agent with a strong desire to innovate and bring others on board. Proficient in navigating a way ahead by leveraging team talents, managing responsibilities, and networking to develop organizational understanding and exploit new opportunities. Show less

Scrum master in Protection value stream in Lloyds banking group where our ambition is to become a top 3 player in the protection market by improving the E2E digital journey for customers and colleagues in order to improve customer access to their insurance products online.

• Introduced into the Customer Self Service portfolio as a Scrum Master for the Tesco Bank Non-Secure Website to improve their ways of working. After an initial brief of failed deliveries and poor communications with stakeholders, I went through a period of assessment into the group dynamics and Scrum maturity. Changes were made to development QA, testing and the route to live making the process simpler, safer and faster with the resources at hand. This resulted in adapting Kanban due to the… Show more • Introduced into the Customer Self Service portfolio as a Scrum Master for the Tesco Bank Non-Secure Website to improve their ways of working. After an initial brief of failed deliveries and poor communications with stakeholders, I went through a period of assessment into the group dynamics and Scrum maturity. Changes were made to development QA, testing and the route to live making the process simpler, safer and faster with the resources at hand. This resulted in adapting Kanban due to the vast backlog and business need to introduce quick and immediate changes. Sprint planning meeting, Daily Scrum, Sprint review meeting, and Sprint retrospective are still adhered to although without a sprint. The team is now in a good state where they are self-organising and focused on work rather than impediments.• Experience working on Content Management system migration project, identifying all CIO assets and relocating them to other applications in line with Digital Banking who are moving content from source to target platform. Responsible for build a team of internal experts, creating asset inventory, risk assessment of audit, governance and project planning.• Also a member of the Armed Forces Network who advises Tesco Bank on best approaches of fulfilling their commitment to the Armed Forces Corporate Covenant. This involves me reaching out to members of the Armed Forces, Reserves and Family members by informing them of employment opportunities, Job fairs and mentoring. Show less

Agile delivery manager for Mobile Banking optimisation where daily Scrum ceremonies, project finance, resources, risk & issues and project deliverable's are managed daily. Joining the team at a crucial technology market change, I was involved in the App face ID recognition delivery for customers with the iPhone x.

Assigned to a short term contracts with various clients. During this time he was involved in both a workflow improvement project and also an FSA rectification issue using both waterfall and agile methodologies.

• Mentor and coach to the immediate team and also a point of contact for specialised training needs throughout the organisation. This would include overseas deployments to train and mentor personnel from other national military organisations in training doctrine and frameworks. • Resolves impediments by being the point of contact for stakeholders outside of the group, and would act as a filter for relevant short and long term considerations for priority tasks. • Encouraged thinking… Show more • Mentor and coach to the immediate team and also a point of contact for specialised training needs throughout the organisation. This would include overseas deployments to train and mentor personnel from other national military organisations in training doctrine and frameworks. • Resolves impediments by being the point of contact for stakeholders outside of the group, and would act as a filter for relevant short and long term considerations for priority tasks. • Encouraged thinking within the group and autonomy of decision making seeing as the teams would be close to any issues which arise. This was important as the individual teams were at the coal face of all tasks we were asked to deliver. • Would use empirical combat data to give accurate reports back to the officer in charge of the group for planning considerations on sustainability within the field and also feed this information back into the supply chain network in order to anticipate any further need for essential resources. • Time box discipline would also have to be monitored. Failure to deliver due to unforeseen risks encountered would have a knock on effect to other teams who would have dependencies on us delivering on our objectives to time and scope. Show less

• Delivered a change to the working environment on operations. The change was a result of new regulations and the introduction if a new vehicle system. The project involved 7 new combat vehicles which had to be included within the current operational tempo within a tight time frame. This included the training of the vehicle crews to ensure that the new regulations and safety policies were adhered to correctly, and the induction of support personal to carry out essential maintenance… Show more • Delivered a change to the working environment on operations. The change was a result of new regulations and the introduction if a new vehicle system. The project involved 7 new combat vehicles which had to be included within the current operational tempo within a tight time frame. This included the training of the vehicle crews to ensure that the new regulations and safety policies were adhered to correctly, and the induction of support personal to carry out essential maintenance programs.• Delivery of operational planning at junior management level who was expected to receive and disseminate plans to junior stakeholders, making sure, clearly and concisely that all understand their part and role, written and verbally. Show less