To manage & develop our organization-wide planning & performance processes, improving organizational capabilities & ensuring alignment with our organization strategy & measurement of our progress against business & workforce goals. The ability to create a strong performance framework with a focus on Technology Business Management while also focusing on our team’s ability to exceed expectations with training & employee engagement programs.• Provide analytical, forecasting, reporting, & project support to executive management • Spearhead the annual & quarterly budgeting & forecasting processes for Head Count• Identify opportunities for performance improvement across the organization• Ensure roster quality to adequately meet forecasted workload demand• Support business strategic decisions by providing meaningful & accurate data analysis about demand & workforce needs• Provide thought-leadership in partnership with HR & business leaders to proactivelyidentify the critical workforce requirements necessary to execute strategic business plans• Serve as a trusted advisor & subject-matter expert for all workforce planning activities across the enterprise. Continuously assess existing workforce plans to ensure practical business alignment & exhibit the ability to lead cross-functional teams in the design of alternative approaches• Create & manage a comprehensive training program that will position DPIT as a departmental leader in increasing the skills & ability of its teams• Manage the DPIT Graduate Program• Partnering with key Technology & cross-functional stakeholders to drive all aspects of complex initiatives, including scope definition, creating accurate & inclusive estimates, developing project plans, managing dependencies, personally executing with a high degree of accuracy, keeping supporting groups on task, & producing status & other documentation for presentation to exec• Facilitating Technology-wide events both leading up to & during live delivery

Partner with the CIO in providing technology vision and direction for the enterprise driving focus and prioritisation within the IT organisation through establishing strategic planning and governance principles and processes. Accountable for the development, review and tracking of strategic and operational business plans for the IT organisation.Oversees the development and maintenance of the performance management frameworks and metrics to ensure the IT organisation delivers value to the US business.Establishes and implements continuous improvement programs for IT including ensuring that the IT function of 'doing the right thing' including operating model development and performance management. Stakeholder engagement - Greater leadership buy-in for Strategic programs/initiatives and therefore greater chance of projects succeeding and getting support when needed. Drives and facilitates effective collaboration and communications between IT and the user and customer communities. Regularly review IT costs and cost structures for IT services and products so that the financial implications of IT projects and activities are communicated to the IT and business executives. Establish governance to review US Programs and Projects across IT including Business Partners and Delivery Centres (Security, Infrastructure & Operations, etc.). Set standards and governance to increase deliverability over 85%. Better utilisation of Project Management resources by establishing best practice & methodologies. As a member of the Senior IT Leadership Team, play a key role in the transformation of IT to meet the current and future needs of National Grid. Within a matrix organisation, actively contribute to the leadership, strategy setting and overall operation and performance of IT in the US.

This global role leads and drives effective demand management and planning of all projects and programs within the Infrastructure portfolio. Develops and maintains relationships with key stakeholders within IS to identify and scope new project demand for non-Service Delivery funded projects. Owns and leads the estimation forum to agree scope, develop estimates to complete and durations for all IPD demand. Responsible for the overall IPD schedule of work and resource requirements Roles & responsibilities include;· Provides key insights and analysis of the Portfolio Management capability with recommendations on improvement opportunities to increase performance and quality· Interface with non-Infrastructure teams to scope and agree new demand· Creates and maintains new demand pipeline· Coordinates with PDM’s to provide forecast of new demand and manages transition of new approved demand into IPD Delivery Schedule· Responsible for creation and ongoing management of overall IPD Delivery Schedule including resource requirements and financial management· Responsible for management and execution of Estimation workshops for all projects prior to Sanction and as part of the Annual Budget Project Prioritization· Provides insights and recommendations on key performance improvement opportunities and financial performance· Manages the Business Analysis and Portfolio Analyst functions, ensuring that the team is adequately skilled & staffed, based on priority & demand· Engagement with Regulatory – provide regular updates of project performance and support regulatory team on rate cases/audits to help ensure maximum cost recovery and compliance with regulatory requirements.· Rate Case Justification and Discovery – prepare exhibits and relevant financial, sanction papers, business cases and other information to support rate case litigation proceedings· Management responsibility for up to 30 staff across the US & UK

I am responsible for leading the PMO team for the Global Infrastructure Programme Delivery team. I manage the PMO team in both the UK and US. The PMO plays a critical role for driving the improvement of performance of the programme delivery capability through the implementation of best practice methodologies, standardised tools, processes & procedures, assurance and stage gate governance, production planning, resource management and status reporting.

Working as a PMO consultant for customer deliveries in the General Insurance section. I worked on large transformation programmes at Legal & General and Aviva. I managed PMO teams across a number of sites, establishing and managing PPM processes including financial controls, risk management, change control, planning, reporting, resource & demand management.