Gavin Caldwell Email & Phone Number

London, Gb

London Area, United Kingdom

London, England, United Kingdom

Redhawk Consulting is an accountancy practice specialising in contractor accounting and small businesses.

Petts Wood, Kent, Uk

Independent Project Management contractor.

London, United Kingdom

Led three large financial crime compliance engagements with major international banks:1) Led a team of 10 to deliver a forensic investigation into a large volume of trade finance transactions at a large global bank. The aim of the project was to identify potential historic reportable sanctions issues and to review the conduct of bank staff at the time. The approach included obtaining, loading and analysing large volumes of trade and payment data and reviewing source documentation.2) Led a team of 12 providing support for a sanctions controls review for HSBC within its trade finance business. This included overseeing the work of a team of forensic analysts using technical tools to interrogate transactional data.3) Led a programme of work at Barclays to transition the operation of a range of financial crime compliance processes and controls from the consultant team to the bank. The processes and controls predominantly related to sanctions, Anti Money Laundering and risk assessments.Responsibilities for all engagements included: • Being the principal point of contact with the client and maintaining a constant dialogue to prioritise activities, plan the work and manage risks and issues.• Liaising with client legal and procurement teams to agree the scope of work, budget and detailed terms.• Working with the client to develop the approach/methodology for the project.• Detailed project and budget management to ensure that the work was delivered on schedule and to budget. This was particularly challenging in the latter case, where a number of key budget assumptions changed significantly over the course of the review. In both cases, the work was delivered exactly to budget.• Managing multiple sub-teams with complex interdependencies.• Regular reporting to the client and quality reviewing all client deliverables.

Guildford, United Kingdom

Role: Interim Head of Programmes – Business Change. Responsible for initiating a large Corporate Services Transformation programme, overseeing various projects and setting up the Portfolio Office team ensuring high quality service and value for money. This included:• Programme Manager for a major back office transformation programme (£3m) focusing on setting up simple, effective governance and driving the creation and board approval of the business case.• Recovered a failing £0.5m project through re-scoping, re-planning and senior stakeholder engagement.• Set up the Portfolio Office (5FTE) including management reporting, capacity planning, resource management, risk management and dependency management. Significant benefits achieved through the delivery of accurate, value-add, transparent reporting.• Introduced highly effective prioritisation and resource allocation processes to ensure that the IT and change teams were focusing on key business priorities.• Engagement with and relationship management of C-Suite stakeholders.

London, United Kingdom

As a Programme and Project Management Consultant, I supported the set up of the IT Portfolio Management Office by developing and implementing a set of standards, processes and guidance covering all aspects of Portfolio, Programme and Project Management enabling the delivery of a £35m portfolio. This included:• Tailoring best practice to fit the needs and working practice of the Trust.• Specific responsibility for development of End-to-End Programme and Project Lifecycles and Finance, Benefit Management, and Governance Frameworks.• Definition and implementation of an effective Portfolio Governance Model which improved control and decision-making over initiatives.• Redesigned portfolio, programme and project reporting processes which improved the visibility of progress against objectives and benefits.• Development of a range of templates with embedded guidance to facilitate and standardise portfolio, programme and project documentation.• Training of Trust staff to ensure good understanding and adoption of standards and processes.

London, United Kingdom

As Project Manager, I was responsible for the design of a new Target Operating Model to define how the organisation should be structured to successfully deliver the corporate objectives. The project had a budget of £500k and an aggressive 6 month timeline. It was delivered on schedule and the organisation is well set up to move forward with its transformation. Responsibilities included:• Overall co-ordination and management of all project activities for the project team of 9 full time team members, including 5 Heads of Services.• Selection, commercial engagement and subsequent vendor management of big 4 consultancy partner.• Business case development• Set up of Project Organisation Structure and Governance Model• Reporting to Project Board, Design Authority, Executive Team and Board• Management of complex corporate relationships to minimise barriers to the project and ensure strong engagement with business leadership.

As Interim PMO Lead, I set up from scratch and ran the corporate Project Management Office (PMO) to provide oversight of the corporate transformation portfolio (budget £6m over 3 years) to improve Executive visibility of projects and increase the project management capability across the organisation. Responsibilities included:• Definition and roll out of common a Project Management approach including reporting, standards, templates and tools• Extensive training and coaching of around 20 Project Managers which significantly improved the level of project management understanding and capability across the organisation• Structuring of the portfolio to enable effective oversight, prioritisation and benefit realisation• Coaching of the Executive Team to improve portfolio management and prioritisation• Introduction of formal project approval, budgeting and cost tracking processes• Provision of proactive assurance over all projects in portfolio through monitoring progress of individual projects and providing constructive, forward-looking challenge.

At PwC, I advised a range of clients on programme and project management methodology and best practice to help sponsors and their teams deliver on time and on budget while maintaining good controls over the project risks. I advised on multiple, large-scale business transformations with FTSE100 companies and large private companies including:Vodafone NewCo Programme - May 2011 to April 2012Role: Programme Assurance Health Check Lead. Responsible for leading independent quarterly project health checks on a £300m+ CRM and billing transformation programme. Hunting plc – Project Trafalgar – December 2010 to April 2012Role: Project Assurance Lead on a consolidation system implementation project. Hutchison Whampoa Ltd – Project Mozart – June 2008 to January 2011Role: Led programme assurance activities on a finance transformation programme (Oracle 11.5.10) for Hutchison 3G UK (“3”). Cazenove Capital Management – IT Separation Project - Nov 2009 to Sept 2010Role: Project management Subject Matter Expert assisting Internal audit reviews. BT plc - Finance Transformation Programme – August 2009 to November 2010Role: Project Assurance Team Member. Delivered programme assurance services on a finance transformation programme (Oracle 11.5.10 and Hyperion Financial Management) John Lewis Finance Transformation Programme – June 2008 to September 2009Role: Project Assurance Team Member. Performed a series of programme ‘health checks’ relating to a finance transformation programme (Oracle R12) for a large UK retailer.

Role: Business Analyst then Project manager. Worked within the Investment Banking Product Control team to project manage the implementation of a bespoke global financial disclosure system relating to Fair Value disclosures. Developed a good working knowledge of a range of investment banking products and product control processes. Responsibilities included:• All phases of the project lifecycle including initiation, requirements gathering, testing, roll out, handover to BAU and post-implementation review• Ownership of project documentation including Project Plans, Risks and Issues Logs, Business Requirements, Testing Plans, Handover documents, Stakeholder Communications and Training Materials• Co-ordination of user testing and provision of sign off to IT• Liaison with key stakeholders including Project Sponsor, key customers and suppliers• Resourcing for the project team, including recruitment, delegation of tasks and line manager responsibilities• Business and data analysis (using Excel and Access databases) to interrogate product transactional data and model the impact of new disclosures

London, United Kingdom

Role: Programme manager for a suite of projects within the ‘Connectivity and Mobility’ area for PwC, delivering solutions to the PwC Assurance practice:• Ensured alignment of solutions with global strategic direction and best fit with business strategy• Project managed end-to-end implementation of ‘Connectivity’ tools (BlackBerrys, 3G wireless cards, USB Memory Keys) to the PwC Assurance Practice, from proof of concept to roll out, training and communications and change management.• Ensured alignment of proposed solutions with global strategic direction and best fit with other relevant business strategies.

London, United Kingdom

Audit assistant manager working in the Consumer, Industrial, Products and Services Group.

Bachelor'S Degree, Mathematics With Italian, 2:1

Education record