Stonac supports organisations develop and deliver business change programmes. In doing so, we ensure business outcomes are at the heart of the set up and planning process. We have managed many such programmes, so fully understand the likely pitfalls and how to avoid them. This includes working the full programme / project life cycle as well as PMO set up and management.Our speciality is the Automotive sector with OEMs, Retailers and Support organisations. We have tackled changes across all areas and, increasingly, in the ‘Future Auto’ world including Agency and B2C Digital Services.We also work closely with collaboration partners including thebigteam, Elevenci, ProgrammExpress and Parceman Hill, with whom we have worked for many years. Typically, the projects are large, complex and require support from people all over the organisation. Customers have included Volkswagen Group and its Brands, Babcock International, Costa, Bureau Veritas, Objectivity, Traveline, NSL, Inchcape, MCL Group and SSE.

I was awarded a British Empire Medal in the 2021 New Year's Honours for my work as Chair of PCD Support UK and for raising awareness of PCD. I continue to represent patients on a number of research committees and trials including CLEAR UK, Respiratory GeCip for the 100k Genomes Project, BronchUK, PCD and Covid-19. I regularly talk to students about the patient's experience of living with a genetic condition.

I chaired the PCD Support Group for 17 years where I worked with our families and the NHS to obtain funding and implement the PCD Diagnostic Service, Paediatric and Adult Management Services for this patient cohort. I have also co-written numerous research papers about PCD.

Responsible for the software implementation and training for all new clients. I also am responsible for the User Acceptance Testing and on-line help for software updates. I also work with clients for specific projects where they need programme office support.

Working with clients to deliver accelerated direct selling omni-channel capability.

Managing the programme of activity for Picsolve International Ltd.

In April 1998 I commenced a 5 year career break from HSBC. During this ‘break’ before commencing work for Stonac I worked as an ad hoc project manager for HSBC. These projects were varied and included the following major projects:-September to December 2000 - I undertook a full gap analysis of two system specifications. I produced documentation detailing the gaps, risks and costs of replacing one customer service system with another less functional one. Following consideration using my analysis the existing system remained. March 1999 - I undertook a process review of the Transaction Retrieval Team. Identified ways to increase productivity, reduce costs and increase income.November 1998 - Produced Y2000 contingency plans for the Customer Service Team. Flowcharting process flows, documenting risks and producing contingency plans for 20+ critical processes.

I was responsible for the implementation of a major new computer system which is now being used by the operational call centre. My role primarily was to produce the technical specifications of the new system – ensuring that the needs of the business were met and that the system was built on time and within budget. I also managed a team of 4 staff.

Responsible for reviewing processes within the operation to improve control and efficiency. Specific reviews were for Customer Services where changes to shift patterns were made, authority levels raised, resources reallocated and management controls put in place. Backlogs of work were also cleared and long term action plans agreed with management teams.

I was responsible for the installation of merchant terminals into retailer sites and management of third party installation suppliers (notably Olivetti, Action Engineering Services and De La Rue Systems).I was responsible for the general running of Rutland and Charlesworth House buildings (circa 30,000 sq. feet). This included all security and Health and Safety responsibilities for buildings used by 300 staff at any one time and general administration duties (e.g. distribution of post and management of stationery supplies). I was responsible for a £2 million budget.I managed a team of sixteen.

Responsible for managing the day to day production and despatch of the Bank’s debit cards, credit cards and PIN Mailers. I acted as a prime contact for third party suppliers, ensuring that they had accurate operational procedures which met the Bank’s requirements.I produced planning assumptions and management information to support the manager and other internal users.

I was responsible for the installation of Self Service equipment (ATMs, Paying-in-Machines etc.) into branch sites within tight timescales. Provided training to branch and third party company staff re the maintenance of the equipment.

I performed general clerical duties in Wellingborough Branch and St. Magnus House Branch in London.