At ColourPlay we aim to provide a play space which uses art as a means for open ended play to promote a sense of wellbeing within our community by encouraging self-expression, building meaningful connections with others and embracing a sense of playfulness.

Ar Turas (Our Journey) CalMac Ferries Ltd embarked on a programme to introduce a new Ferry Ticketing & Reservations system intended to replace a system that had been in place for almost 30 years and was very much engrained within the culture of their organisation. David provided ICT business solutions and change management support from the early stages of the programme, initially driving the requirements capture activities of the procurement exercise and assisting the organization through the evolution of an operating model and developing all the business processes and practices to lift the organization into a modern customer experience. The activities involved stakeholder management at all levels of the organisation from Customer Service Advisor through to Managing Director and critical external stakeholders including Members of Scottish Parliament and community representatives. David performed a vital role in both strategic development, planning and delivery of this large, high-profile transformational programme.• Procurement Requirements Strategy & Scoring Framework• Target Operating Model (via Operating Model Canvas framework)• Business Process Modelling & Procedures• Stakeholder management of various personnel from end-user through to Directors and Managing Director• Project Management Support• Business requirements, Functional Requirements, Non-Functional Requirements, Functional Specification, and Technical Solution. Including the capture and documentation presented via various recognised models including User Stories, Business Process Modelling Notation (BPMN), Flow Charts and Customer Journey Maps.

Against the challenging & critical 24/7 business operations for the force’s Contact, Command and Control (C3) Division, and a backdrop of highly politically driven objectives, direction and scrutiny, David provided ICT business solutions and change management support into a business area that previously lacked application and business process change for a period of over 15 years. The activities involved stakeholder management at all levels of the organisation from Customer Service Advisor through to Deputy Chief Constable, as well as external assurance organisations such as Her Majesty’s Inspectorate of the Constabulary of Scotland (HMICS) and Scottish Government. David performed a vital role in both strategic development, planning and delivery of large, high-profile transformational programmes within the division.KEY ACHEIVEMENTS• C3 Integration & Remodelling (C3IR) Programmeo Development of Outline Business Case for the complete replacement of core C3 applications, including Multi-Modal Contact Platform, Customer Relationship Management (CRM), Integrated Communication Control System (ICCS) and Command & Control applicationso OJEU Procurement documentation for Pre-Qualification Questionnaires (PQQ) & Invitation To Tender (ITT) in relation to C3IR programmeo Business Case and operating model for National Database Enquiry Unito Identify scope for digital transformation of existing online and offline business services.• Local Approaches To Policing Programmeo Contact Assessment Model (CAM) / THRIVE Benchmarking of 34 UK Police Forces to identify current use of THRIVE decision making model and association operational practice• Digital, Data & ICT Strategy: Transforming Public Contact o Development of Initial Business Cases (IBC) and Final Business Cases (FBC) for the National ICCS and Unified Communication & Contact Platform workstreams,o OJEU Procurement documentation for ITTo Support & Evaluation of ITT supplier returns and supplier recommendation

Working directly in consultation with Chief Executives and Heads of Service of Scotland’s major Non-Departmental Public Bodies and core Scottish Government Departments, David led the analysis of a Public Sector Services Review: analysis of online & offline services delivered by the public sector for Scottish citizens, businesses, visitors and professionals to identify essential services to form the exemplar delivery of the Scottish Government’s Digital Strategy and MyGovScot initiative.KEY ACHEIVEMENTSDigital Scotland Services ReviewFull public sector services review• Stakeholder management of various personnel from end-user through to Heads of Service and Chief Executive• As-is service capture.• Identify scope for digital transformation of existing online and offline business services.• Proposal criteria for selection of exemplar public services to be delivered in initial product roll out of MyScotGov services.• Survey Database functional support & report specification.• Project Management SupportRESPONSIBILITIES• Stakeholder management, including internal and external stakeholders (e.g. Chief Executive of SAAS, National Registers of Scotland, etc)• Vendor Management (Civic Computing)• Service Catalogue capture & monitoring• Service Review Forums & Workshops with various Stakeholder groupsMETHODOLOGIES• Agile• BPMN (Business Process Modeling Notation)SOFTWARE/TECHNOLOGIES• Microsoft: Office, Access, Visio, Project

David has led a series of complex projects affecting some of the core frontline business process within GHA’s current business model, leading both technical and business development teams to deliver revised business processes and supporting systems. Each of these complex projects has delivered significant business change that has helped modernise GHA’s way of interacting with their customers. His ability to meet the business needs, deliver to expectations and his professional approach has led to regular contract extensions.KEY ACHEIVEMENTS• Business Change Management: Implementing significant business & process change to the business including fully revised housing allocation processes & systems, largest change to sector in Glasgow for approx. 30 years, business process remodelling in preparation for CRM business processes & systems• Choice-Based Lettings Application: Exclusive Project PM & BA delivering Business & Systems Process & Culture Change; System Integration Requirements, incorporating Data Migration, and SOAP web-service mappings; External Evaluation & Surveys; Process Enhancements; • Wheatley Group CRM Business Requirements: Lead Business Analyst; Business workshops to establish change requirements; Development of documentation to support procurement activity and business engagement; Project Management SupportRESPONSIBILITIES• Prince2[2009] Practitioner Project Manager: Stakeholder management; Budget Monitoring & Control; • Project Planning / Managing Project Stages• Process Modeling, Requirements Gathering & GAP Analysis• Interface between Business representatives and ICT Technical Team• Data Migration Policy & Approach• Business-Focussed Design Forums & WorkshopsMETHODOLOGIES• Prince2[2009]• BPMN (Business Process Modeling Notation)SOFTWARE/TECHNOLOGIES• Microsoft: Office, Visio, Project, Sharepoint 2007, BizTalk• Northgate Housing (iWorld)• Business Objects (Reporting)

David brought a wealth of enterprise solution experience to a new, greenfield site implementation of an Oracle e-business suite CRM implementation. As a result of his experience, and his ability to relate directly with the business teams he also assumed roles within the Project’s Design Authority Team, and leading test and defect management. KEY ACHEIVEMENTS• Business Change Management: Implementing significant business & process change to the business including Business process remodelling in preparation for CRM business processes & systems; Mobile Field Service process remodelling; Greenfield Customer Service Centre strategy & business processes.• Project Data Conversion Strategy & Standards• Lead Functional & Design Analyst (Service Delivery)• Mobile Field Service Business & System Process Design• Customer Services Centre Business & System Process Design RESPONSIBILITIES• Process Modelling• Requirements gathering & GAP analysis• Interface between business representatives & Oracle Consultancy• Business Focussed Design Forums & Workshops• System Test & Defect Manager• Project Design Authority Team Member• Data Conversion Policy & ApproachMETHODOLOGIES• Oracle AIM / Prince2• BPMN (Business Process Modeling Notation)SOFTWARE/TECHNOLOGIES• Oracle e-Business Suite 11i (CRM & Field Service)• Microsoft: Office, Visio• HP Quality Centre (Mercury TestDirector)

Leading business requirements, functional design and technical development of a significant CRM implementation aimed at replacing an existing out of support CRM implementation, utilising outsourced development and supply teams. KEY ACHEIVEMENTS• Business Change Management: Implementing significant business & process change to the business including Business process remodeling in preparation for CRM business processes & systems• Implementation Partner Selection Committee• Project Solutions Architect• New CRM Implementation: Delivery of essential business process improvements. RESPONSIBILITIES• Requirements gathering• Process modeling• Business process re-engineering• Key stakeholder liaison & reporting• Functional Implementation Project Leader• Team Leader: 4 Business Analysts, 2 Developers• Workstream project planning & management• Offshore team liaison, including offshore site visitsMETHODOLOGIES• SAP ASAP / Prince2SOFTWARE/TECHNOLOGIES• SAP CRM 4.0 & SAP R/3 4.6c• Microsoft: Office, Visio, Project, BizTalk

(SAP SD, CRM , FI/AC, MM, LE)Business Process Analysis & designFunction requirement capture & specificationUser & Client Requirements GatheringSmall Projects Project ManagerSystem Interface requirements, definition and specificationsTechnical Partner interviews and liaisonCustomer requirements, analysis & liaisonUnit & Systems TestingSystem & Upgrade Implementation SupportOut Of Hours Functional Support Team Member

(SAP SD & CRM 2.0c)Functional Requirements capture and specificationEnd-user & Customer liaisonSystem configurationTechnical Requirements documentationTest & GAP analysis

Process map & Gap analysisLiaison with Technical Implementation PartnerTest script development & executionTraining material development & liaison with Training teamEnd-user documentation

Responsible for 18 call centre agent team members, consisting of a combination of full & part-time team membersPerformance Development Plans & AppraisalsPerformance & Service coachingCall Centre Agent RecruitmentTraining development and presentation – induction and long-term training plans

Inbound & Outbound customer service call handlingCentral warehouse point of contactGeneral Administration