Managing Business Energy's Project and Programme Portfolio of regulatory and business changes.

Leading a team of project managers, business analysts, SMEs, and contingent workers to deliver industry, regulation and business change projects within SSE.

Vodafone's Consulting and Innovation team was created to lead our customers through their Digital Transformation journeys with mobility at the core. As a Senior Consultant working within Vodafone's Consulting and Innovation team, my job was to help large enterprise customers through digital solution innovation, development and delivery. Our long term solutions team enabled stability and continuity in management and running of these solutions and services.

Design and delivery of a new product to provide automated monitoring devices to the utilities sector, using a project framework. Working closely with the Internet of Things (IOT) team to develop a new product offering in line with customer demands. This included:Customer requirements capture, Design, 3rd Party Liaison, Internal Governance (Design & Sales), Security, Repeatability, Bid Team Liaison, Service Design, Pilot Design, Full-Scale Roll Out Design, and Proposal Release.An initial proposal was released to a utilities customer requiring the design, build, test and roll out of approx. 500,000 gas pressure monitoring devices.

Delivery of new, resilient IPVPN circuits to connect customer's (RWE) dual data centres in Germany to 6 power plant sites in Netherlands. Managed from design to delivery of new service. This included capacity, NNIs, security, contract novations from incumbent supplier in Netherlands, non-standard service set up with internal service desk, and non-standard billing.

Vodafone successfully developed their customer product offering to Centrica to include the provision of an outsource project and programme delivery function. In addition, Vodafone developed the offering further to become a tier 0 supplier, with other compatible suppliers providing their services to Centrica via Vodafone following contract novation. This portion of the service was worth £10m pa to Vodafone.Main responsibilities, working closely with the head of services:• Determine method of engagement with customer and suppliers• Establish and run outsource governance and processes• Establish and run commercial and financial tracking and reporting incl. PO & Invoice Management and Tracking• Establish and run demand handling mechanism and later integrate this into Vodafone's single front door process• Work closely with Vodafone Procurement and Legal to novate and on board new suppliers into the service • Act as main point of contact for customer and suppliers

Working within the Bluefish Consulting Practice. Our Consulting Services allow us to frame our clients’ challenges and analyse their business requirements to come up with innovative solutions: Business Change Readiness, Enterprise Application Services, Unified Communication and Collaboration & Contact Centres. http://www.bluefishplc.com/bluefish-professional-services-helping-businesses-on-their-transformational-journey/

Delivery of various projects, programmes, and consultancy for Bluefish customers in line with Bluefish products.

Siemens Enterprise Communications Limited Worked with the Programme Director and PMO Manager to produce all the documentation for the Project Initiation Document to a Prince2 standard. The documentation was required to successfully attain a large government contract. This was subsequently won.Leicester City Council Worked within a small team onsite to produce a detailed transport evaluation of Leicester City Council and associated bodies’ vehicles, including Police, PCT and neighbouring authorities within Leicestershire. This evaluation took the form of compiling and issuing a questionnaire and running statistical analysis on the responses before presenting the findings back to Leicester City Council.Internal migration of ISO 9001:2000 to ISO 9001:2008 In order to maintain Bluefish’s ISO accreditation a change from the 2000 standard to the 2008 was required in a strict timeframe. Evaluation of the incumbent system in regard to the changes that 2008 required. Redrafting of the process documents to ensure that they adhered to the 2008 standard. Arranged advice and a pre-audit with an ISO Consultancy once the changes were made to ensure compliance to the new standard.Internal mobile phone transition Changed Bluefish staff mobiles over from a poorly performing supplier. Coordinated the project from start to finish beginning with the evaluation of the current supplier, and an assessment of the market for a new supplier. Ensured that the distribution of new hardware went smoothly Provided information to stakeholders and channelled relevant information down to users. Arranged and coordinated training on new Blackberry handset standard. Provided ongoing support to the company as and when required acting as liaison to the new supplier where necessary. Reported progress and successful completion to senior management.Two office relocations Planned the detail of the two office relocations

Recruitment Onboarding and management of all Bluefish Associate Consultants Manage resource utilisation and allocation Liaison with customers, internal sales team and operations Resource planning, tracking and allocation of global resources Management of contracts Select, customise and roll out internal resource tracking tool Operations Management and day to day dealing with 3rd party suppliers i.e. Mobotel, MWB, T-Mobile, O2, Check the label, Birtles design, Tri Computers. Evaluation of current suppliers to provided recommendations and then execution of changes to suppliers where services that Bluefish were receiving were either inadequate or costly. Day to day management of the company ISO 9001:2000 process ensuring continuing compliance. Researching and evaluating cost saving measures for Bluefish. Management of temporary and back office staff. Technical support and management of the company’s IT infrastructure including fault fixing where possible or referring colleagues to the technical support providers. Newsletter and marketing materials administration. Administration of the company mobile phones.Achievements Reduction of mobile phone bills by approx 50% with tangible savings of £15k - £18k per year. Conferencing calling facilities cost saving measures implemented to reduce costs by 75% with tangible savings of approx £3k pa. Successfully guided Bluefish through three annual ISO audits with no non-conformances ensuring continued accreditation.

Vodafone successfully bid for the worldwide management of Thomas Cook’s network and telephony services. The initial 10 months of the programme were dedicated to transitioning service responsibility from the incumbent supplier: Accenture. Transformation commenced early 2015 to deliver a standardised data network with Vodafone voice and contact centre services. Key responsibilities:- Network handover lead- Accenture engagement lead- Management of knowledge transfer from incumbent supplier- Development of the programme plan and controls - PMO Lead- Development of mobilisation documentation - Contract change leadTransition was delivered 11 weeks ahead of plan, improving customer satisfaction, reducing resource cost, and enabling early customer billing.

Programme managed two concurrent integration programmes as follows:• Delivery of integration of the CWW procurement organisation into Vodafone’s established Supply Chain function. This included management of the delivery of contract comparison analysis, to leverage best price for goods and services, achieving benefits of over £10m in the first 8 months; 330% of target.• Delivery of a cost reduction programme through business synergy savings, reduction of business overlap, offshoring and outsourcing. In addition, this programme was responsible for delivery of the mobile phone rollout to 5000 CWW employees. Latterly the role evolved to include:• Programme management of Ireland in country integration initiation. This involved setting up the programme delivery structure, designing the governance, determining high level deliverables and developing the milestone plan to achieve them for presentation to the steering committee. Once in place and agreed with the steering committee, this programme was handed over to a local programme management for delivery. • Programme management of HR integration. This varied role required close management of all legal aspects of contract harmonisation and benchmarking of salaries and benefits, timely design and delivery of the new organisation structure. Management of the rationalisation of property portfolio and management of systems and operational processes were also involved.Throughout: Weekly and monthly reporting to a demanding steering committee as well as budget management and synergy benefit tracking.

A short engagement with Colt Technology Services to perform a project data audit and provide education to project managers on best practice. The main responsibilities of this assignment: • Dealing with key executive stakeholders to understand key reporting requirements. • Gaining an understanding of current baseline standards, definitions and parameters and, where absent, helping to define them.• Helping to calibrate project recording information. • Updating user documentation, guidelines and handbooks. • Delivering examples of "What good looks like".• Performing a review of project data from more than 250 current projects and offering advice on improvements to the Project Management Community.• Providing education and assurance directly to project managers.

Provided ad hoc support where necessary to the specialist bid team during the closing stages of an international bid.

Siemens Enterprise Communications LimitedThis role was generated following Bluefish winning its largest outsource to date. This meant that Bluefish exclusively provided all project management to Siemens for all customer facing projects. Initially brought in as part of a team at the start of the engagement to set up the PMO and help determine the method of engagement with the customer. This required developing and setting up methods of resource tracking, reporting patterns, Project Manager assurance, change management, process formulation & aligning existing Bluefish processes to that of Siemens'. In addition, weekly and monthly patterns of project and service reporting were initiated at these early stages. Subsequent to the initiation of the outsource service to Siemens, the role developed into the running of the PMO, working closely with Siemens and the Project Managers to ensure process adherence, continuous improvement, centre of excellence functions, and day to day quick and efficient issue handling. The other aspect of the role requires the provision of support of the Service Delivery Manager with any and all service issues that arise. The PMO Manager is also required to act as the delegation of authority for the Service Delivery Manager during any times of leave.

This degree required advanced skills in analysis of research literature, developing and conducting personal research, and culminated in the generation and production of a thesis in visual development. Project and time management as well as planning, practical research, calibration of equipment and the testing of participants were key to ensuring a timely conclusion to allow for the thesis to be completed and submitted within the year.

Project work undertaken included the analysis of current customer support scripting used by all the First Line Analysts used to conduct their inbound support calls. The scripting was successfully updated and developed to remove all instances of repetition, redundant questioning, looping, dead ends, and correct resolver groups were assigned to improve issue resolution times. The improved scripting was considered a success and led to more autonomy for junior First Line Analysts, quicker training times and a greater instance of issues going to the correct resolver group first time, leading to quicker resolution times.

This role required first line analysis of computer related problems conducted over the telephone, as well as effective ongoing management of the problem. This involved either instructing the client of an immediate resolution, resolving the problem via remote access, or passing the problem to one of several technical departments for complex resolution. Responsibility of mentoring and training new staff undertaken. Involved in the sales process, demonstrating the system and conducting live support calls for potential Computacenter customers.

A technology company selling entertainment systems into the hospitality industry. This job involved all aspects expected of a sales role from initiating interest via cold calling right through to the closing of an account. Meeting clients and negotiating were key factors to success in this role, as well as maintaining a functioning client database, letter writing, and complaint handling.