Projects include: Transformation, Functional development, Datacentre migration, Operating system upgrades and new service propositions.Typical annual budget responsibility between £3 and £5M.Awarded Delivery Manager of The Year in 2014 amongst platform peers. • Transformation          o Influenced IT/business stakeholders to introduce a SCRUM approach for application                              releases alongside the Enterprise Release Mechanism (ERM)… Show more Projects include: Transformation, Functional development, Datacentre migration, Operating system upgrades and new service propositions.Typical annual budget responsibility between £3 and £5M.Awarded Delivery Manager of The Year in 2014 amongst platform peers. • Transformation          o Influenced IT/business stakeholders to introduce a SCRUM approach for application                              releases alongside the Enterprise Release Mechanism (ERM)           o Delivered the first two releases           o Reduced time to market by ~ 60% and costs by ~ 30% in comparison to ERM          o Approach rolled out across wider organisation• Mobile Branches          o Delivered Proof of Concept (PoC) of portable branches (iPads over wifi/cellular/satellite               comms)          o Leveraged the PoC to deliver several mobile branches (vans) on schedule and budget• Datacentre Migration           o Migration of all application tiers on the platform from load balancers down to mainframe          o Oracle tier migrated to new Oracle architecture using GoldenGate          o Acted as “pilot platform” to prove methodology achieving over 150 successful               implementations• Oracle 11g Upgrade          o Migrated hundreds of application databases and clients from Oracle 10g to Oracle 11g          o Negotiated to defer some upgrades to datacentre migration improving budget and risk               position          o Redesigned pre-production estate for simpler maintenance saving several FTE • Strategic Pre-Production Test Environments           o Design/Build/commissioning of 4 copies (300 servers) of the live system onto                              pre-production estate          o Environments used for Enterprise releases and operational acceptance testing          o Encouraged use of tooling within the programme to simplify dependency management and                improve quality Show less

The Sales and Service platform comprised of forty J2EE applications for the branch and telephony channels. With a userbase in the tens of thousands and the extended availability required for telephony; high quality change was paramount both in terms of content and implementation.Typical annual budget responsibility between £3 and £5M. • Integration          o One of three delivery managers responsible for the programme to integrate Halifax  and               Bank of… Show more The Sales and Service platform comprised of forty J2EE applications for the branch and telephony channels. With a userbase in the tens of thousands and the extended availability required for telephony; high quality change was paramount both in terms of content and implementation.Typical annual budget responsibility between £3 and £5M. • Integration          o One of three delivery managers responsible for the programme to integrate Halifax  and               Bank of Scotland brands onto the platform          o Successfully co-managed and implemented the release onto new infrastructure           o Represented the platform at senior management level for the various test/proving cycles• Divestment          o Managed the development of the loans and marketing platforms to divest part of               Lloyds business           o Reduced risk/cost by negotiating with business to position changes alongside BAU releases          o Acted as single point of contact for the platform into the programme (e.g. Finance,               cutover planning, dress rehearsals etc.)          o Restructured projects on the platform to reflect wider programme (functional to               event driven) Show less

Collaborated with business change teams to form IT Sales programme from a series of business initiatives with overall IT spend in business case of several £M.Delivered phase one projects (£2.5M): • Single Customer View          o Streamlined over 30 legacy green screen enquiries into a single customer view java               application          o Collaborated with Strategy & Architecture to ensure application widely reused• Sales Pipeline… Show more Collaborated with business change teams to form IT Sales programme from a series of business initiatives with overall IT spend in business case of several £M.Delivered phase one projects (£2.5M): • Single Customer View          o Streamlined over 30 legacy green screen enquiries into a single customer view java               application          o Collaborated with Strategy & Architecture to ensure application widely reused• Sales Pipeline MI          o Delivered system to highlight sales pipeline leakage           o Negotiated alternative solution with sponsors which saved £500k cost / accelerated £3M               benefit• Sales System Capacity          o Delivered changes to increase the throughput of sales          o Won over business sponsors with alternative solution; saved £1M cost, accelerated £2M               benefit Show less

Successfully delivered a number of projects from mainframe through to customising and deploying a J2EE vendor CRM package. Typically managing a team of up to 30 with an annual budget of £2.5M.Projects included:• Customer Sales Application           o Collaborated with IBM to deliver a new J2EE Chordiant CRM system across four call centres          o Managed latter part of software build and overall software implementation• Ulster Bank Integration… Show more Successfully delivered a number of projects from mainframe through to customising and deploying a J2EE vendor CRM package. Typically managing a team of up to 30 with an annual budget of £2.5M.Projects included:• Customer Sales Application           o Collaborated with IBM to deliver a new J2EE Chordiant CRM system across four call centres          o Managed latter part of software build and overall software implementation• Ulster Bank Integration           o Migrated the Ulster Bank brands (both £ and € ) onto the RBS product opening system               across branch, telephony and internet channels• Natwest Closing Financials           o Successfully developed software stating the closing position of Natwest to the Bank of                England• Payments Continuity          o Proved all payments systems (including CHAPS) continuity beyond the Natwest/RBS               migration Show less

Successfully delivered several projects with average team size of 15 and annual budget of £1.5M. Received both team and personal “Excellence” awards.Projects included:• Sterling Reconciliation          o Delivered software which reconciled the ETL of financials for the Natwest to RBS migration• Account Renumbering           o Re-numbered circa 300k accounts on Natwest system which were incompatible with RBS • Small Projects          o… Show more Successfully delivered several projects with average team size of 15 and annual budget of £1.5M. Received both team and personal “Excellence” awards.Projects included:• Sterling Reconciliation          o Delivered software which reconciled the ETL of financials for the Natwest to RBS migration• Account Renumbering           o Re-numbered circa 300k accounts on Natwest system which were incompatible with RBS • Small Projects          o Delivered ~30 small projects throughout the year on the batch core accounting system Show less

Designing/Building/Implementing solutions on the reservations system.Projects included:• Migration of ComAir's reservations from a third party CRS system to British Airways' own CRS• e-ticketing

Managed the transfer of tens of £M of inventory from British Airways to subsiduary company.Co-led (with sourcing) negotiations with key suppliers around JIT replenishment including local distribution centres and consignment stock.Managed the in sourcing of several avionic product lines from preparation of business case through to disposal of excess inventory.