I am accountable for delivering IT operations services to the wealth management, advice, and closed-book pensions businesses. On a leadership team of 10 and managing a team of four across the UK and India, the function includes supporting & capacity planning for 100 staff in the UK and offshore as well as managing the financials, operational risk and commercial oversight for 300+ third-party resources.- Reduced £2m exposure on £28m annual Opex budget by working with finance teams to… Show more I am accountable for delivering IT operations services to the wealth management, advice, and closed-book pensions businesses. On a leadership team of 10 and managing a team of four across the UK and India, the function includes supporting & capacity planning for 100 staff in the UK and offshore as well as managing the financials, operational risk and commercial oversight for 300+ third-party resources.- Reduced £2m exposure on £28m annual Opex budget by working with finance teams to improve forecasting processes, exploit opportunities to streamline 100+ software providers, and implement high-value cloud cost transformation initiatives, whilst managing the impact of merging and demerging of business units.- Designed and implemented an organizational design model to realize savings of £2m per annum: aligned a reduced leadership team to clear accountabilities with an optimized functional construct across UK and India.- Tracked the execution of a multi-year strategy by developing objectives and metrics with clear, measurable targets and self-serve management information to galvanize the workforce to deliver high-value initiatives.- Directed the leadership team in an efficient and coordinated response to maintain the operational risk appetite, ensuring the effective operation of COBIT-aligned controls, appropriate third-party oversight, operational risk management.- Collaborated with cross-functional peers to implement a successful People, Engagement, and Communications plan which implemented sustainable hybrid working practices, supported thorough and effective early careers and talent management programme, and designed and facilitated the roll-out of action plans to address staff survey opportunities for improvement. Show less

I was part of a high-performing team of three which governed and controlled the investment of £65m in M&G’s digital transformation portfolios in a highly regulated environment. I successfully secured a promotion when converting from contractor to permanent employee.- Managed financials, resources, and executive reporting for 15 initiatives across three programs. Engaged with change teams and central finance functions to bring efficiencies and greater accuracy to financial processes… Show more I was part of a high-performing team of three which governed and controlled the investment of £65m in M&G’s digital transformation portfolios in a highly regulated environment. I successfully secured a promotion when converting from contractor to permanent employee.- Managed financials, resources, and executive reporting for 15 initiatives across three programs. Engaged with change teams and central finance functions to bring efficiencies and greater accuracy to financial processes, demonstrating strong financial controls whilst delivering financial and non-financial benefits.- Improved the annual budget planning process, taking input from executives and senior leadership teams to ensure strategic outcomes were aligned to change portfolios. Reacted to cost challenges from central teams and worked with resourcing teams to ensure do ability and capability to deliver the change agenda.- Led the business area in the implementation of a new project and portfolio management tool. Consulted with stakeholders to define governance requirements, coordinated user acceptance testing among key project staff, and worked with the central transformation office to prioritize and troubleshoot issues post-go-live. Show less

Sainsbury’s Bank is the UK’s first supermarket bank. The Data Programme built a new data platform whilst separating from Lloyd’s Banking Group. A complex, multi-year transformational project, I worked in a team of three PMO and a project team of 15, directing & governing a third-party implementation.- PMO best practice advisor during the Data Programme’s transition from waterfall to agile – the bank’s first agile methodology deployment. Managed large scale organisational change… Show more Sainsbury’s Bank is the UK’s first supermarket bank. The Data Programme built a new data platform whilst separating from Lloyd’s Banking Group. A complex, multi-year transformational project, I worked in a team of three PMO and a project team of 15, directing & governing a third-party implementation.- PMO best practice advisor during the Data Programme’s transition from waterfall to agile – the bank’s first agile methodology deployment. Managed large scale organisational change incorporating programme restructure and redesign of governance and control mechanisms to ensure effective decision making.- Developed the risk management standards in compliance with the enterprise risk framework. Designed, implemented and maintained a risk and issue capture tool and management reporting interface.- Led the design of planning controls providing consolidated reporting, quality assurance, and transparency across governance forums. Developed effective change control processes, delivering accurate tracking and reporting on approved change within £10m budget. Show less

Senex are leading Australian-owned oil & gas company. As part of a team of four consultants, I was engaged to deliver a program of change which would enable the business to respond to external market factors including the declining global oil price. - Researched and developed robust business cases for business-critical capital investment: engaged a change-resistant executive team in a shared vision for the future and influenced their commitment to the change program. - Led the… Show more Senex are leading Australian-owned oil & gas company. As part of a team of four consultants, I was engaged to deliver a program of change which would enable the business to respond to external market factors including the declining global oil price. - Researched and developed robust business cases for business-critical capital investment: engaged a change-resistant executive team in a shared vision for the future and influenced their commitment to the change program. - Led the scoping and delivery of two work streams, liaising actively with other consultants to manage interdependency and facilitate collaboration. Implemented new business management systems, engaged and managed a third-party developer and led associated communications and training plans. Show less

Bank of Queensland (BOQ) is a retail bank with branches throughout Australia. In a reporting team of two, the function's main accountability was C-Suite reporting for governance forums.- Led the design and development of the Technology Scorecard, consulting with stakeholders across the business to define key performance indicators and success measures for the IT department.- Supported measurable and continuous improvement in IT service standards; system and network performance;… Show more Bank of Queensland (BOQ) is a retail bank with branches throughout Australia. In a reporting team of two, the function's main accountability was C-Suite reporting for governance forums.- Led the design and development of the Technology Scorecard, consulting with stakeholders across the business to define key performance indicators and success measures for the IT department.- Supported measurable and continuous improvement in IT service standards; system and network performance; project delivery; security and governance. Show less