Joint founder of a Teemill clothing brand, under the name of Abstract...ish. Our aim is to produce thought provoking designs, then make them available via tshirts and other items.

Promoted to oversee the IT Project & Portfolio Management Office, focusing on project and demand activity alongside other IT quality related activities.Selected, implemented and supported a project and portfolio management system to allow key projects to managed, along with associated portfolio reporting.Implemented TI’s project framework, with the aim of providing common control gateways across disparate IT regions/functions and their project approaches.Produced monthly project and demand dashboards, to facilitate the review of pending and existing workloads by the IT management team.Initiated reviews to establish annual IT objectives, formalising the link between IT projects and IT objectives.Oversaw monthly IT metrics runs, to assess project and service performance, along with associated review by the IT management team.Member of the IT management team, with associated accountability for ensuring global IT is efficiently and effectively run.Facilitated the weekly IT management team meetings to ensure there was communication between the different leads and their areas of responsibility.Reviewed the invoices for key IT services, ensuring charges were accurate and paid on schedule by the UK and US accounts payable teams.

Recruited by the Global IT Director to improve IT maturity and consistency, focusing on demand management, project management and service delivery.Collaborated with contacts across IT to analyse and design service and project management processes.Liaised with the compliance team and others to ensure the global IT processes were aligned with governance requirements in the lead-up to the flotation of TI Automotive on the London Stock Exchange.Derived and established an improved demand management process and dataset, allowing pending projects to be identified and summarised ahead of formal review, and where being approved and appropriate initiated.Created TI’s project framework, providing common control gateways across disparate IT regions/functions and their project approaches.Supported project managers, providing practical assistance alongside guidance on best practice.Produced monthly project and demand dashboards, to facilitate the review of pending and existing workloads by the IT Leadership Team.Supported the production of regular updates on relevant IT projects to key stakeholders within the wider TI Automotive business.Implemented monthly KPI runs, to assess service performance, along with associated review by the IT Leadership Team.Member of the IT Leadership Team, with associated accountability for ensuring global IT is efficiently and effectively run.Facilitated the establishment of weekly IT Leadership Team meetings to ensure there was communication between the different leads and their areas of responsibility.Liaised with members of the ITLT Leadership Team to assess the impact of proposed process changes to their area of responsibility.

Senior member of the Enterprise Project Management Office (EPMO) with global responsibility for the research, development and roll-out of the project management model and associated processes.Derived and established Wiley’s technology governance gateways, improving project transparency and financial control.Re-designed Wiley’s project framework, providing guidance to project managers and improving consistency across technology areas.Supported the development of project success measures, including cost/benefit analysis, benefit assessment, governance compliance and project scorecards.Organised Project Management Forums as a means of improving communication within the project manager community, highlighting process changes and gathering feedback.Liaised with organisation-wide stakeholders to understand the drivers behind strategy, requirements, enterprise architecture, infrastructure and testing to identify a single view of complex processes.Led peer groups improving the efficiency and quality of processes and practices in the areas of project management and governance.Gained agreement from colleagues including directors and vice-presidents from across the UK and US to roll-out new and revised approaches.Documented and developed the approach to due diligence within the technology area in order to ensure a consistent, structured approach to potential acquisitions.

Led the development and deployment of business analysis practice and standards.Worked with directors, managers and team members to develop project methodologies and governance.Undertook project management and business analysis on key strategic projects.Recruited and managed staff across multiple locations.Managed the finance and operations project portfolios, ensuring technology work gained business approval.

Employed initially to support the development of information systems and their associated processes. Subsequently managed the project office responsible for local implementation of the Care Records Service.

Variety of roles covering support, project management, business analysis, quality management (including ISO9000) and bid management.

Developer and supplier of project management software solutions. Progressed from Support Consultant through to Support Manager.