Managing several concurrent projects relating to the delivery of ResourceLink Aurora, the Payroll and HR system supplied by NorthgateArinso (now known as Zellis UK Limited)

In October 2018, Recipharm completed the acquisition of the Sanofi inhalation contract manufacturing business, including a manufacturing facility located in Holmes Chapel, UK.The migration of the Sanofi payroll to Recipharm was a key requirement of this acquisition. Having successfully implemented the Sanofi payroll system in 2015 (see below), I was invited back to take over the management of the project, and take it to a successful implementation- Carried out a full review of the project, and proposed a completely revised plan and budget- The project was brought back on track and successfully delivered the migrated payroll in September 2018 in time for the transfer of staff to Recipharm- Manual HR processes were established for two months until the HR system went live in January 2019

The HR & Payroll migration project was a key initiative in the modernisation of LFC’s working practices, following its acquisition by Fenway. I was invited by the HR Director to carry out a full review of the implementation project, which had encountered significant problems. Subsequently requested to lead the project through to implementation by the HR director. Training, communications planning, finance integration and stakeholder management were all key features of the project.Key achievementsCarried out a full review of the project status, its finances, deadlines and stakeholders, and proposed a completely revised plan and budgetThe project was brought back on track and successfully delivered the first phase in January 2017

Worked closely with the Regional HR Director (UK & Ireland) and multiple payroll teams to deliver a fully managed and outsourced payroll system.Key achievements:Came on board the project during contract negotiations and led the Thermo Fisher team through to signature and project initiationCreated the project plan and led the team through design, build, UAT and data migration

Working with The MCO Head of Payroll and the HR Shared Services teams to deliver a fully managed and outsourced payroll system. The first two phases of the project involved the migration of approximately two thousand employees from eleven separate legacy payroll entities, to ResourceLink.Key achievements:Came on board the project at a time when it was encountering considerable difficulties; carried out a full review of the project status and deadlines, and proposed a completely revised plan for Go LiveThe project was re-aligned with the new plan and successfully delivered the first phase in April 2014. The second phase also went live successfully in July 2014Led the third (Republic of Ireland) phase to the point of Go Live

Accountability for planning, structuring, leading and executing the UK payrol Transition and Transformation Projects

Project manager responsible for the implementation of the ResourceLink HR & Payroll system

Project Manager responsible for the implementation of the ResourceLink HR & Payroll system

Senior Test Manager working on site at British Airway's Head Office, on behalf of NorthgateArinso. The role was to gather testing requirements, plan and subsequently execute the detailed system testing of the product prior to handover to BA

The project involved migrating all TTG employees from six separate legacy HR & Payroll systems (servicing OPAL, AOL Broadband, TalkTalk Technology, Residential and Tiscali employees), to ResourceLink, a fully integrated HR & payroll system provided by NorthgateArinso. Training, communications planning, finance integration and stakeholder management were all key features of the project.I was personally recommended to TTG by NorthgateArinso to take control of the project following an internal review, which resulted in an immediate requirement for a new project manager. I carried out a full review of the project’s status, finances, deadlines and stakeholders, and proposed a completely revised plan and budget, together with options for mitigating the necessary overspend.The review was accepted by the Executive Director and was asked to lead the project to completion. The project was subsequently brought back on track and successfully delivered the first phase in November 2009. The second and final phase completed to schedule in March 2010.

Whilst on secondment to the Home Retail Group, I led the User Acceptance Test of the migration of the legacy Unipay payroll system to the new “ResourceLink” system, working closely with the cross functional HR development team and their software suppliers.Key achievements were: the development of the strategy and scope of the overall testing phase; Planning the structure and subsequently building the Mercury Quality Centre product (formerly known as Test Director); Taking on the role of Test Manager for the project and leading a team of business testers to successfully complete and sign off the UAT phase

I led a team of business analysts and technical specialists to review BP’s Dealer Forecourt Systems strategy across europe, and provide recommendations on future strategic direction.I was chosen by the BP IT leadership team to spearhead an urgent review of forecourt congestion issues at BP’s Marks & Spencer Alliance sites. The subsequent review and its recommendations were accepted by the BP business, and a programme of work put in place to develop a customer self pay system (Pay @ Pump). Key Achievements; Worked closely with the twelve European country business and IT management teams to review and document their IT systems, market landscapes, business requirements and future strategy; Sifted through the mass of evidence and data to provide a summary of the current situation, and make recommendations on the future strategic direction. The recommendations were subsequently accepted by the BP leadership team; Requested to lead the BP Pay @ Pump programme of work, following acceptance of the forecourt congestion review at the M&S Alliance sites. The programme is currently in the early stages of business case preparation.

I managed a team of twenty four staff accountable for the development of in-store systems including point of sale, price integrity, shelf edge label production and cash officeAccountable for the full project lifecycle, from design and development through to testing and implementationResponsible for the integrity of the software, which runs in 26,000 checkouts across 1,800+ storesKey Achievements; Chosen to oversee the completion of the offshoring of the back office development process to Chennai India, in partnership with Xansa. Quickly identified significant issues in the project and immediately created a project “get well” plan which ensured successful completion of the transition; Implemented Tesco’s “FastPay” lottery system at the checkouts. Tesco was the first company in the world to offer this facility; Implemented “Smart Vouchers”, a system which prevents multiple scanning of money-off coupons; Implemented fixed and variable price electronic gift cards, replacing the old paper coupons

I was chosen to work in Bangkok on an ex-pat assignment, to create the point of sale development strategy for the Asia Pacific region, and achieve sign off for the strategy at Board level.Invited to build and lead a cross functional team of UK experts, local IT staff, business representatives and suppliers, to develop and implement the group POS system into Tesco Malaysia and Tesco Lotus Thailand. Key Achievements; Implemented Tesco’s strategic POS system in Thailand and Malaysia; Coached and developed the skills of the local IT teams to enable them to be self supportive throughout the rollout, and in the support and future development of the system.