Reporting into Global Head of Talent Sourcing and Value Stream Lead, managing a team of 2 Analysts. Responsible for the management of global change and the IT book of work, within talent sourcing across EMEA, APAC and Americas. This work was delivered through Workday.• Using JIRA, managed the portfolio, which included all activity down to story.• Acted as JIRA SME and Agile Coach within Talent Sourcing.• Managed all reporting to management and ran the quarterly business review. • Designed and managed the change process, which managed the approval of all change in HR talent sourcing.

Responsible for overseeing technical projects and integrations within Talent Sourcing across the company’s global jobsites, including coordinating with the global regions and 3rd party vendors to deliver technical solutions in recruiting and onboarding.• Responsible for managing the vendors, working with users to identify changes and manage defects through to completion. • Successfully implemented Sterling - Backcheck for the UK/Ireland and Europe areas, integrating it with Workday. Last year, upgraded it to Sterling’s latest platform.• Transitioned Talent Sourcing from the existing platform to Workday. Rolled this out across the globe and supported its embedding in the organisation. This ran from cutover through hypercare.• Managed the transition of Postbank candidate support into Workday as part of the onboarding of that organisation into the group.

Connect2Job was the bank's Internal Mobility platform. It was available to all employees and acted on their behalf to carry out intelligent searches through the job pool. In addition to the web-based application, a mobile App was developed to enhance the offer. This project was developed by a team of developers, along with a number of remote suppliers, across Europe and India, and was rolled out globally. Candidates were able to load their CV, the application extracting skills and running searches based in their profile.• My initial role was to manage an agile project that would deliver a mobile app to utilise the search tools available. This was successfully completed, on time. • Subsequent to this, I have been responsible for managing the Vendor, working with users to identify changes and manage defects through to completion. • I was also responsible for transitioning the tool from the existing HR System to Workday. • I have held this responsibility since starting with the Bank.

Responsible to the Talent Sourcing Platforms Director, this was an 18-month programme to replace the existing platform for Graduate recruiting. Managed a team of 20 people across EMEA, APAC and the US, as well as the SaaS vendor, delivering annual savings of £1.5m.• Created the team, ran process rationalisation workshops, carried out the systems design, managed delivery, and global rollout. • Negotiated all contractual changes and managed the relationship with the vendor. • Oversaw the build of necessary integrations to the central HR system, Workday. • Used a mixture of waterfall and agile methods.

I took responsibility for the governance of a significant change programme. As well as working with the business leads on the overall move, I was responsible for all programme analysis, Risk and Issue management, Change management and planning. I reviewed Land Securities IT governance, creating and amending processes where necessary.

Delivery of the upgrade to Office 365 Outlook and cloud based email services

This was a programme, based in SAP CRM, to deliver business change, within JLR, and to deliver increased value to its suppliers and customers. The programme and workstreams had been using an agile method but waterfall was introduced to increase the level of control. The changes were completed and the programme was delivered within business expectations. I became involved during testing and was responsible for working with JLR UK’s suppliers to deliver the testing phase.

I led the team that worked with the company's National Sales Centres to understand and develop the business case necessary to move the project forward. The result was the creation of an automated calculation of Dealer Incentives, significantly streamlining the existing process. In addition to the internal stakeholders, I was responsible for the relationship with the Vendor of the solution that would be used with SAP.

My initial period, with JLR, was spent working in Finance based projects in the Sales and Marketing division. I also did some project management work with the After Sales teams, eventually being asked to be responsible for the IT delivery of the After Sales portfolio, with 4 project managers reporting to me. This included the organisation’s global warranty and servicing provision, prior to its inclusion within the overall SAP solution. Significant business stakeholder relationship management was a requirement, for this, helping them develop a strategy for the customer offer going into the future.

business and systems analysis, planning and inter-dependencies, report writing, change management, risk and issue management, budget management and forecasting (£6M), 3rd party supplier monitoring and work package agreement, OGC Gateway coordination, stakeholder meeting preparation and coordination, chairing progress meetings for a portfolio of 12 projects, project and programme assurance, programme governance, coordination with central government, reporting to programme boards, statistical analysis, RAID management.

Responsibilities: report writing, risk and issue management, budget coordination (£50M+), 3rd party supplier management, work package approval, OGC Gateway coordination, meeting preparation and coordination, coordination with central government, statistical analysis, line management (20 people), business process re-engineering, job specification, process improvement, recruitment, programme assurance, report coordination and monitoring.

Responsibilities: programme management across 3 organisations, business and systems analysis, planning and inter-dependencies, report writing, change management, risk and issue analysis and management, budget proposal, management and forecasting (£1.5M), 3rd party supplier management and contract negotiation, meeting preparation and coordination, chairing project progress meetings, coordination with US government, stakeholder management, workshop lead

Responsibilities: business and systems analysis across all ICT Agencies and government departments responsible for education, high-level planning and inter-dependencies, writing and publishing of an ICT strategy to include all educational sectors, change management, risk and issue analysis and management, 3rd party supplier management (PwC and PA Consulting), meeting preparation and coordination, presenting to government and gaining authorisation, stakeholder management and partner coordination, workshop lead, writing ministerial briefings, development of governance and coordination bodies, planning of national conference, negotiation of Agency authority with government

Responsibilities: project managed the development of a system to allow the Post-16 e-learning programme to gather its monthly Highlight reports and exception reports via the Internet, budget management (£50k), contractor recruitment and management, user training, partner coordination.

Responsibilities: planning and inter-dependencies, change management, risk and issue analysis and management, 3rd party supplier management, stakeholder management and partner coordination, development of governance and coordination bodies, line management (6 people), recruitment, OGC Gateway coordination, process development, organisational change, Operating Board support, programme assurance, development of standards, RAID maintenance, change management.

Responsibilities: high-level planning and inter-dependencies, risk and issue analysis and management, meeting preparation, stakeholder and partner coordination, workshop lead, writing ministerial briefings, development of governance and coordination bodies, change management.

Responsibilities: planning and inter-dependencies, change management, risk and issue analysis and management, development of governance, recruitment, OGC Gateway coordination, process development, programme assurance, development of standards, change management

Responsibilities: worked with business users to identify and implement incremental changes to the ICT Advice web-site for schools.

Created and managed the Operations team, responsible for all IT platforms, networks and client technical consultancy. Managed the technical integration of two other companies, through acquisition.