Kate Apps Email & Phone Number

Newbury

Accountable for enabling the GMT-level definition and delivery oversight of the VFUK Capex Investment Plan. With the support of 2 DRs, this is managed through Executive Governance and the VFUK Portfolio Management capability. • Supported the process to design, and then secure GMT approval for, the Delivery Transformation Strategy – including a new organisation-wide delivery Operating Model, Ways of Working and transformation programme.• Designed, and implemented, an overarching Portfolio Operating Model and Ways of Working across 7 Business Units and Functions. • Responsible for the design, execution, and ongoing evolution of Executive Governance. This governance cycle, which drives understanding and alignment across a delivery leadership community of 40+ senior stakeholders, culminates in a monthly whole-GMT meeting. It is underpinned by processes, forums, and reporting that enables the GMT to define the investment plan and proactively manage delivery performance. For FY25 this has (to date) encompassed the assessment/prioritisation of c.300 demand items, raised by 9 Business Unit/Functional Portfolios, exceeding the original budget target by >30%. The resulting GMT agreed baseline plan was described by Group as ‘best practice’. • Accountable to the Director, Strategy & Wholesale, for the Business Unit’s Portfolio Management

Newbury, Berkshire, United Kingdom

Managing a team of ten+ delivery and Lean experts, was responsible for the delivery of major programmes and continuous improvement across UK Finance. From change management support to multi year, complex, cross functional initiatives to digitisation and efficiency of in-function processes through the utilisation of Lean methodologies. Implemented new demand and capacity management methodologies to ensure the finance transformation and specialist accountancy teams were able to meet the change needs of the wider organisation.

Newbury, United Kingdom

Portfolio Manager responsible for the end to end delivery of IT and business change into the Commissions Team within the Finance Operations division of Vodafone UK. Facing cross-business (Consumer, Enterprise, Retail/Franchise and Indirect) manages the portfolio of change required to ensure the Commissions Team is able to deliver payments in line with contractual and stakeholder requirements. Is the commissions point of contact and change manager for strategic projects, while project managing Finance specific activity from inception through to delivery (FY17/18 value c£1.5M) and overseeing BAU defect resolution via the management of internal IT and third party support contracts. Manages, prioritises and schedules the portfolio of commissions change, including external demand, ensuring future proofing and capacity maintenance through strategic planning/funding mechansims.

Swindon, United Kingdom

Project Manager within the Business Transformation Membership and Propositions Portfolio. Within 6 months of arrival successfully delivered a £1.6M project with ExCo oversight, which enabled British Bankers' Association code of practice compliance across the Society. Requiring systems, business process and third party change the project impacted on 11,000 colleagues within the society and was driven by a complex business readiness plan formulated and implemented by the Project Manger.

Army Headquarters, Andover

Responsible for the end-to-end delivery of a pan-Army (110,000 personnel) strategic cultural change project. Adhered to the P3M corporate change framework, governance standards and tools.• Through collaboration with stakeholders identified the deliverables required for successful change across the 20 project work strands and facilitated their execution. • Identified change outcomes and the measures of effectiveness through which benefits were gauged.• Assured the coherency of outputs in line with programme and strategic business requirements.• Produced a pre-emptive and flexible communication plan which identified and targeted stakeholder groups, while managing risk, to enable effective change throughout the organisation, with a particular focus on National Anti Bullying Week.

Defence Academy Uk, Shrivenham

• Strategic management and planning course designed to develop and enhance Senior Managers to a post graduate level in planning, resourcing and delivery• Graded in the top 10% of 160 students. Recommended to return as an instructor and mentor

Army Headquarters, Andover

Directly responsible to the Army’s Chief Personnel Services Officer for the policy and practice assurance of incidents that resulted in the injury or death of personnel across the organisation, requiring agile cross-disciplinary thinking and multi-stakeholder collaboration. Identified and assured the implementation of lessons, improving future business practice and highlighting areas of on going risk. Through understanding of the strategic context highlighted corporate reputational risks and devised mitigation plans.• Initiated process efficiencies which reduced a historic casework backlog of 200 to nil in an 18 month period. This ensured that the business met its statutory obligations, minimised reputational risk and expedited the lessons learnt process, reducing the probability of injury to personnel in the future. • Conducted a review of self-harm in the Army, collaborating with external stakeholders and identifying organisational lessons. The review resulted in changes to corporate policy, which included enhanced training, advice and management of personnel to reduce future incidents of self-harm.

19Th Regiment Royal Artillery And 2Nd Battalion, The Mercian Regiment

Accountable and responsible to the Commanding Officer for human resource delivery to 1000 soldiers through the management and development of a team of 20 specialist personnel. Managed pay and finances, including public and charitable funds worth in excess of £50M, ensuring legislative compliance. Accountable for the assurance of human resource data integrity through audit processes which exploited ORACLE HRM. • Achieved top-scoring reports in annual pan-Army human resource inspections, which assured that the optimum service was being provided to the customer, maximising business performance.• Administered 15+ international deployments (including 1000 personnel to operations in Afghanistan) minimising disruption to business as usual, while enabling the unit to deliver its key outputs.

Worthy Down, Winchester

• Military HR and finance planning and delivery course.• Graded 1st out of 15 students.

Staff And Personnel Support Training School, Worthy Down, Winchester

Planned, resourced and delivered an eleven week residential initial human resource training package to over 200 students, achieved through the management of a four person delivery team.• Identified and implemented planning and delivery efficiencies which increased course throughput from 20 to 50 students per quarter within extant resource, while maintaining output quality and meeting the requirement for a greater number of human resource specialists within the organisation.

1St Battalion Scots Guards, Munster, Germany

Responsible to the senior human resource manager for the professional development and outputs of a team of 10 human resource specialists administering a unit of 600 soldiers.• Deployed to Canada, Poland, and Iraq to assure human resources delivery to up to 1,500 soldiers within the operational environment. Provided manual pay and petty cash accounts, and mail and administrative support which ensured that personnel were able to focus on their operational duties, enabling the unit to complete a successful training cycle and operational tour. • Delivered ORACLE HRM to the unit, including data transition from legacy systems, the implementation of user training and a post transition programme which enabled enduring data integrity and cultural change as the organisation moved to self-service administration for the first time. As a result operational planning was enhanced through access to improved human resource management information data and enduring manning resource savings of circa £100k per annum were realised.

Worthy Down

Royal Military Academy Sandhurst

• An intensive 48 week training package designed to develop and enhance leadership and management skills, tested under extremely testing conditions. The training also promotes logical thinking, complex problem solving and project management strategies.

Bachelor’S Degree, History, 2.1

Activities and Societies: Rowing

A-Levels, History (A), English Lit (A), Theology (A), Chemistry (C)