> Over the past three years, managed Business Transformation projects and multi-workstream technical projects, using Waterfall and Agile methodologies > Successfully delivered a business transformation project offshoring 33 roles to an external supplier in India, whilst relocating 5 onshore resources to a UK strategic office, delivering £550k annualised benefit. Managed existing resources under sensitive circumstances, with HR engagement> Implemented a 12 month technical… Show more > Over the past three years, managed Business Transformation projects and multi-workstream technical projects, using Waterfall and Agile methodologies > Successfully delivered a business transformation project offshoring 33 roles to an external supplier in India, whilst relocating 5 onshore resources to a UK strategic office, delivering £550k annualised benefit. Managed existing resources under sensitive circumstances, with HR engagement> Implemented a 12 month technical project providing resilience to Barclays payment applications and channels, with a lifecycle budget of £1m. Coordinated 48 development, test and operational resources across multiple teams in the UK, India and the Philippines, to deliver against Audit’s risk mitigation compliance> Worked alongside senior internal technical and business stakeholders up to Managing Director seniority to help define their change agenda and form a solid business case for resilience> During 2017, project managed further resilience initiatives captured through operationally driven user stories to automate the tactical 2016 delivery, with a further budget of £1.7m> Currently project managing three Cyber Security initiatives, focusing on classification labelling of automated documentation, piloting an Isolated Web Browser function for 150 users and creating a Cyber Threat detection grid. For the three initiatives, 11 workstreams require project managing across the UK, Lithuania and India/UAE, with a budget of £350k> Performed a Finance Lead role within the department, acting as a champion to eight other project managers, with a departmental budget of £8.5m across 16 projects Show less

> Performed a Payments Portfolio lead role with oversight of 82 projects and seven resources. Incepted new projects into the portfolio and ensured the team were fully utilised by managing supply and demand with stakeholders of all levels across Barclays Global Payments Operations, Technology Office and Client areas. > Worked alongside Senior Management to define and map Barclays Corporate future change agenda for both 2014 and 2015> Studied and understood existing complex… Show more > Performed a Payments Portfolio lead role with oversight of 82 projects and seven resources. Incepted new projects into the portfolio and ensured the team were fully utilised by managing supply and demand with stakeholders of all levels across Barclays Global Payments Operations, Technology Office and Client areas. > Worked alongside Senior Management to define and map Barclays Corporate future change agenda for both 2014 and 2015> Studied and understood existing complex processes and remapped to drive out process efficiencies and best practice across multiple portfolios within the Global Payments Change team and the wider functions> Identified and executed several process improvement initiatives within the portfolio such as establishing a Global Payments Change Board and a new demand inception process. Client Survey results identified these initiative considerably improved the business and customer experience> Project managed the creation of a new PMO function in order to secure the role as Lead PMO for Global Payments. Recruitment and on-boarding of two PMO managers to progress the overall PMO controls and support to seven portfolios that deliver to Barclays’ governance standards> Other responsibilities consist of managing strategic resource planning, internal and external recruitment, risk, QA, financial controls and reporting, change control, creation of portfolio SteerCo MI and other standard PMO outputs Show less

> Worked alongside project managers to define and update project documents and plans, also managing workstreams within projects where third party suppliers were involved. Captured and monitored RAIDs within the project community. Regularly managed updates to the Portfolio plan along with conducting analysis and quality reviews of project status reports in order to generate monthly Exco reports. Managed a bi-weekly Change Forum for small change initiatives where I reviewed the cost benefit… Show more > Worked alongside project managers to define and update project documents and plans, also managing workstreams within projects where third party suppliers were involved. Captured and monitored RAIDs within the project community. Regularly managed updates to the Portfolio plan along with conducting analysis and quality reviews of project status reports in order to generate monthly Exco reports. Managed a bi-weekly Change Forum for small change initiatives where I reviewed the cost benefit analysis with the business areas and prioritised against departmental capacity and capability. At any time I would be managing at least 50 change requests of various size and impact> Reengineered, documented and communicated the project change control process that successfully streamlined engagement and increased ownership whilst aligning to the new business structure. Reviewed, produced and improved department processes when necessary alongside implementing the governance standards across all projects and programmes, ensuring audit approved governance standards were adhered to> Successfully managed a small project to introduce a third party PPM tool (Daptiv) into the project department for 29 users, from the RFP process through to system deployment and conducted user training Show less

> Provided principle support and guidance to the Solvency II Programme throughout the project lifecycle, promoted the adoption of a common approach, improved key reporting tasks and shared best practice. Assured projects adhered to programme objectives by interpreting programme data to ensure governance was in line with overall LV process and policy > Managed resource forecasting across the programme to determine staff utilisation and future demand. Maintained the programme cost… Show more > Provided principle support and guidance to the Solvency II Programme throughout the project lifecycle, promoted the adoption of a common approach, improved key reporting tasks and shared best practice. Assured projects adhered to programme objectives by interpreting programme data to ensure governance was in line with overall LV process and policy > Managed resource forecasting across the programme to determine staff utilisation and future demand. Maintained the programme cost model, arranged purchase orders against projects whilst tracking spend> Generated and delivered an Internal Audit process, ensuring full audit compliance by driving the delivery of objectives within targeted timescales Show less

> Performed a Lead PMO Coordinator role for Skandia’s Proposition Programme, delivering adherence to the FSA’s Retail Distribution Review legislation> Oversaw the PMO function with line management of three PMO Coordinators in the provision of control and support to three Programme Managers and eight Project Managers> Managed programme RAIDs ensuring programme governance adherence, production of strategic resource planning, cost estimation and budget control, change control… Show more > Performed a Lead PMO Coordinator role for Skandia’s Proposition Programme, delivering adherence to the FSA’s Retail Distribution Review legislation> Oversaw the PMO function with line management of three PMO Coordinators in the provision of control and support to three Programme Managers and eight Project Managers> Managed programme RAIDs ensuring programme governance adherence, production of strategic resource planning, cost estimation and budget control, change control management, preparation and distribution of programme and project status reports, configuration librarian and process management Show less

Performed a specialist role managing service transition for major projects into live service environments, running service sub projects whilst maintaining key stakeholder relationships. Built strong collaborative relationships at all levels of the organisation, producing support models for both new and enhanced services ensuring supportability plays a major role in service acceptance.KEY ACHIEVEMENTS:• Given responsibility to fulfil the role of Global Payments Product Lead, involved… Show more Performed a specialist role managing service transition for major projects into live service environments, running service sub projects whilst maintaining key stakeholder relationships. Built strong collaborative relationships at all levels of the organisation, producing support models for both new and enhanced services ensuring supportability plays a major role in service acceptance.KEY ACHIEVEMENTS:• Given responsibility to fulfil the role of Global Payments Product Lead, involved having full sight of up to 20 payments projects. Pioneered the product lead process of which the key initiative was bringing together all the section leads to understand the full demand pipeline and progression of the various projects and deliver into one fortnightly report• Coached and mentored onshore and offshore resources, managing individual Service Introduction performance plans resulting in significant improvements in performance within the team. Mentored a new senior onshore resource who had joined after an extended leave of absence. Facilitated awareness sessions to the wider project community• Worked along side the Service Management lead to create and present high profile sales proposals and process for new growth opportunities. Identified and ‘Project Managed’ commercially complex new opportunities into Accenture Application Support equating to an additional £417k revenue per year• Managed a ‘90 day plan’, delivering over 90 service improvements and enhancements to the SI operation which improved productivity, chargeability, quality and service excellence while reducing cost• Led initiatives to create and improve current acceptance processes and frameworks. Developed standardised documentation and audit storage. Drove the quality and governance for process adherence and content. Used knowledge of demand, resourcing and risk management to allocate work to the team, driving demand and chargeability, ensuring new demand was managed correctly and within SLA Show less

Responsible for overall delivery of infrastructure builds on a key Barclays payments system, ensuring compliance to organisational standards. Assumed system ownership and technical responsibility for test environments, providing effective problem resolution and acting as a single point of contact for all user acceptance testing activities

Responsible for effectively managing relationships with project commissioning colleagues, understanding business requirements and translating complex issues into clear uncomplicated deliverables in order to facilitate the successful delivery of IT and operations services: • Achieved strong performance ratings as part of a team receiving and managing client service change requests end to end • Became single point of contact negotiating with clients to establish key deliverables and… Show more Responsible for effectively managing relationships with project commissioning colleagues, understanding business requirements and translating complex issues into clear uncomplicated deliverables in order to facilitate the successful delivery of IT and operations services: • Achieved strong performance ratings as part of a team receiving and managing client service change requests end to end • Became single point of contact negotiating with clients to establish key deliverables and prioritisation of change requests. Achieved high levels of customer satisfaction through effective management of change demand to support business objectives• Developed strong track record of dealing with senior executives, working with them to support their goals and key business drivers and to facilitate supplier delivery. Resulting in an positive increase in client satisfaction scores Show less