• He is the COO for several leads in the organisation. He works with the leadership to develop strategic objectives and the project portfolio. He also manages the financials, working with teams to make decisions on when it was in the business interest to fund specific requests. Other activities include developing business cases, organisational design, and developing comms strategy.• His role has included broad engagement to improve the area’s headcount management and hiring processes, preparing materials for senior meetings, and improving governance processes.

Working in the Technology Strategy & Planning team, I programme managed the roll-out of a new tool that will transform how the company manages cost.• I worked in a central team that had a cross-Technology scope and worked with CIOs to implement the change. Activities included creating progress reports for senior executives, producing/managing the roadmap and plan, developing comms, and creating materials for/running workshops.• I had to quickly understand the detail of financials across Technology and how they link into the wider bank/Technology strategy.

I managed a major global business change in the bank’s Technology area.• I led global programme engagement and planning for a large change that affected a number of HSBC’s key jurisdictions. This involved briefing and engaging global teams on activity, producing delivery and project plans, chairing regular meetings, creating new processes, and resolving issues. I also produced executive reports and gave updates to very senior stakeholders.• I separately managed activity that considered how new ways of working could be rolled out as part of a transformation.

I worked as the Chief of Staff to a Group Executive Committee member in Operations & Technology and project managed strategic operating model changes. Key activities included:• Working as the Chief of Staff, I developed materials for and attended meetings with stakeholders from Group ExCo to mid-level management across the businesses, HR, Finance, Governance, Risk, and Communications (among others). I also created a business case and ensured that regulatory requirements were met.• Project managing a major organisational change in Operations and Technology as part of a Group-wide initiative.• Creating a vision and roadmap for how the business is managed across the Operations and Technology area. This was turned into a delivery approach using Agile methods.• Running workshops with many stakeholders as part of the delivery of a software tool. I also led the set-up of Agile and other core project/governance processes.

At a consultancy firm, I focused on project management, business analysis, and strategic development at BP.• I led the analysis related to an important business area in a division of an Oil & Gas major. I developed an Excel model that allowed us to better understand business risks and highlight where the company should invest funds to offset these risks. From this analysis, I created a series of clear, succinct, and highly-visual reports that allowed both managers and executives to understand the area more fully. The reports included strategic recommendations and next steps for implementation. I also continuously sought to improve outputs and bring new ideas to the area.• I delivered a process change project at an Oil & Gas major for nine months as PMO Manager. My position involved significant stakeholder engagement in a complex environment, the creation and management of a suite of key project tools including a project plan, and the running of key project meetings. I was also required to develop the financial model and documents for senior board meetings. The outcome was that the project was well-managed centrally and it successfully gained the approval of senior staff in the company.

As an advisor to a diverse range of clients, I supported organisations to improve their business operations and strategic direction. • I led workstreams that highlighted major savings whilst working with different health-care groups. I ran meetings with executives and senior managers, and with the support of my team, created detailed statistical analyses that allowed us to create solutions and implementation plans.• I ran the PMO and led a benchmarking review for a major change at a large organisation. On an earlier project, I led several parts of the PMO for a major sporting event. I ran a reporting process, designed a change control process, and undertook detailed reviews of the 25-projects.• I developed integrated strategic planning and assurance for a major cross-departmental project. Following complex stakeholder engagement, I created plans and tools to ensure that the project could be delivered effectively.• I delivered a business case, financial budget, and financial model for a major operating change that a rail operator was undertaking. This was later successfully approved by both senior management and the UK government.• I worked with a variety of stakeholders in order to develop policy options and deliver a strategic report. Alongside this, I ran the key project processes, enhanced a financial model, and coached staff in how they could manage a variety of tools going forward.• I undertook due diligence reviews of NGOs. I wrote reports and offered solutions in a number of core business functions, including finance and strategy, after meeting Board-level staff and reviewing documentation.• I wrote a large section of a strategic review for a transport authority. This included analysing international transport markets and developing policy options.• Other activities – played major roles in bids for client work, knowledge management, acting as a liaison between junior and senior staff, and developing training materials.

As a business advisor, I worked to continuously develop the strategy and operations of the Federation.• I created plans to improve how the Federation’s members were run and engaged external groups to support this process.• I designed a business strategy and roadmap to strengthen the Federation.• I coached the President and led the development and implementation of an external communications plan.

I worked in a team to produce financial quotes for staff as part of a re-design of HSBC´s commercial banking arm.