Daryl Hurst Email & Phone Number

London Area, United Kingdom

London, England, United Kingdom

London, England, United Kingdom

Reporting to the Programme Director, the Programme SM is responsible for driving agile adoption & delivery across the change initiative.- Managing cross team synchronization & ceremonies (Planning, dependency mapping, scrum of scrums etc)- Driving cross team work streams (eg Architecture, Vendor selection)- Combining product & architecture deliverables into single programme delivery plan / boardOngoing assurance that team structures provide (a) clear remit & minimal dependency (b) the capacity, skills & structure to deliver outcomes- Unblocking level programme risks & dependencies- Aligning teams on key agile metrics & driving cross team dashboards & reporting- Driving correct adoption of project tooling (Jira etc)

London, United Kingdom

• Define the program scope, objectives and benefits in collaboration with senior management and key stakeholders; plan and manage the overall progress, resolving issues, proactively managing risks and regularly reporting status.• Direct and manage the assigned group of projects through its full life cycle, ensuring benefits realisation methodologies are in place at close.• Manage the budget and forecast and validating the business case/benefits and value realization throughout the course of the program.• Work closely with Program Manager & VP of Change Delivery to facilitate appointments of individuals to project delivery teams within Informa Markets; share project and change management knowledge and experience with Change Delivery team members.• Work with global partners to develop plans that support assigned program / group of projects.• Allocates appropriate resources to ensure that projects and programs are completed within committed time, scope and budget.• Manage third parties and contracts when required.

London, United Kingdom

Working with the COO to set, evolve and support the future business strategy, whilst driving and assuring the change methodology for the business.I support and work alongside the exec team to improve programme & project sponsorship and lead through change capability, including developing and tracking a ‘single view of change across the business’.Working closely with all functions across the business (including Ops, Digital, Finance and IT) building relationships and encouraging knowledge sharing, best practice and cross functional delivery of our future plans. This includes developing links with HR, Communications, L&D and Talent to drive quality change practices across the organisationI am responsible for leading critical change activities within the Portfolio team & in turn prepare and maintain comprehensive project, quality and risk plans. Manage project inter-dependencies along with project impact across multiple business functions. Solving issues as they are encountered and escalating when relevant. I have been instrumental in developing the strategy & vision for a new PMO function within the business and successfully implemented this and an associated tool-kit to ensure the PM team & business have a clear road mapAt this fantastically complex yet exciting time for the wholesale industry, and the Bestway business, I have actively led the implementation of projects and associated business change into Business As Usual, to ensure Bestway is and remains ‘fit for the future’The Bestway Wholesale Group is the largest independent food wholesale group in the UK with 63 Bestway and Batleys branches across England, Scotland and Wales, and as such has considerable buying power to deliver the best prices to its entire customer base of over 100,000 businesses in the independent retail sector & the foodservice industry. The group’s strategy and mission is to be highly supportive and to do everything it can to be known for building business for the independents.

Holborn, London

Working within Sainsbury's business change team & accountable for delivering significant business change projects within the Group Finance & Procurement functions. Responsible for managing & shaping improvement activities, engagement up-to & including board level, deployment of projects involving systems & business processes and ensuring all activities follow tight Governance & Project Management fundaments.Experience includes:- Managing stakeholders & relationship building between internal & external customers- Introduction of corporate Governance processes with clear ARCIs in place- Full use of all project fundamentals (RAID, Business case submission, chairing Steering Groups, updates to Senior business leaders

London, United Kingdom

Working within Sainsbury's business change function collaboratively with all UK & Internationally based colleagues within and across all divisions of the business including Property, Retail, Stores, Central Support functions,, Group Finance, Procurement and Non-Food & General Merchandise teams on multiple projects aiming to improve the customer experience, reduce complexity & unnecessary costs and make processes simpler for colleagues.My experience has included:- Creating and deploying a corporate Governance process within the GM division to ensure all projects & programmes have clear ToR, accountabilities and definitive KPI's- Collaborating with 3rd party contractors to deliver successful projects within Supermarket estate- Delivering multi-million pound savings projects on store labour efficiencies, amalgamation of Supermarket & Convenience estates & new ways of working with central functions- Managing stakeholders and building relationships up to & including Board level- Working cross functionally with Group Finance, Procurement, Property, Central Support functions and Non-Food divisions- Mentor to peers and colleagues- Identified key development opportunities within my direct team and facilitated colleagues to develop as individuals

London

Project manager with the responsibility of leading a senior management team in developing and implementing a framework that delivers consistency of approach through the Royal Mail estate (c1600 units) and an improved customer experience. Achievements:Identified, designed and implemented a new way of working between internal and external functions removing a 30% defect rate therefore improving the customer experienceFormulated business case with associated analysis and external market place bench marking for the introduction of significant operational changeSecured £21m estate investment through engagement and partnership working

Nationally Across Uk

Accountable for providing a continual assessment on operational performance and the potential impact on Quality of Service & Licence Compliance. Role involved Stakeholder Management with all functions, Key Service Partners and Senior Business Leaders across an estate in excess of 1600 individual units and responsible for instilling performance standards within the operational pipeline Achievements£3m cost reduction through leading and facilitating a working group of Directors to deliver a national framework for service level agreementsCreated and implemented strategies to define, capture, document and manage business rulesIntroduced menu of KPIs (Key Performance Indicators) across the organisation resulting in greater focus on business resultsIdentified & carried out corrective action to eradicate unsafe acts & practices when observed during engagement & visits to operational units

London, United Kingdom

Project managed and implemented introduction of a new reporting platform across Royal mails estate through working with external suppliersLed a team of Business Performance Analysis Managers to deliver business measures including trend analysis, forecasting and automated processes

Crawley, Sussex

Increased unit efficiency by 21%, Quality of Service by 3.2% and reduced cost by £0.65mIntroduced a framework of standards to drive a change of culture whilst ensuring that safety, cost & quality were paramount

London, United Kingdom

Introduced robust pro-active business partner support to Territory Decision Support Manager, Territory Director and 10 operational areas to ensure business priorities were achieved through strategic planning, deployment of initiatives and 1:2:1 support for high impact unitsDesigned & delivered territory IR plan to minimise adverse customer impacts before, during and after Industrial ActionIncreased business Quality of Service by 2.8% yr on yr