Embedded into the Customer’s project team on T&M basis to advise and support on Service Desk separation activities including approach, process, tools, staffing and supporting Infrastructure. EY is a top 4 global financial services and consulting company who were spinning off their Consulting business which required a new Service Desk to support 250k users cross 170 countries. The initial engagement was to manage Atos solution and technical resources consider options and define the migration approach which included:• building an overall implementation plan over a 6 month period• defining technical plans for 8 associated tools which would be integrated into ServiceNow.• Building an Agent staffing model based on assumptions around expected ticket volumes, user migrations per country and languages over a 4 month period.• Defining staffing models for account, management, and supporting service teams• Physical and IT infrastructure plans for 7 global Service Centres• Defining UAT plans for Service Performance ReportingEY stopped this project before implementation could begin

This was a follow-on program to the SE Carveout to implement and “minimal viable product” (MVP) solution which ensured sustainable technical solutions to run MMSA like services and reporting for the Customer after the trust cut between SE and Siemens AG domains. The scope was derived from a detailed Business Impact Assessment and split into 3 phases (MVP1, MVP2A and MVP2B/C). I was responsible for MVP2B/C scope which included workstreams for defining the required Support Model with RACI, definition of SLAs/KPIs with associated reporting, Security incident and exception handling, Change Management and Major Incident processes, In-tune co-managed applications installation.• Ran multiple workstream workshops to define detailed requirements, key deliverables, timescale and reporting (developed reporting templates to capture details)• Governance and Managed complex financial contracts, splitting invoicing by agreed percentages including and contracted Atos contribution.

Seconded to work as part of Customer’s business team on T&M basis to advise and support on IT Carveout activities including ERP (SAP), Non-ERP Applications and Infrastructure. This is a small manufacturing business employing ~200 users.Key Achievements:• Small but complex business environment covering buyout and asset transfer deals• Second carveout stream involving sale of CV China to another third party• Complex Data Migration requirements for key applications such as Polarian and Team Center• Attending workshops with CV and Buyer to review business and data requirements• Helping to negotiate transfer of complex software licensing

This was a two part engagement to plan the infrastructure carveout of LDA’s existing business from Siemens AG and then define the future mode of operations (FMO). LDA was Siemens Large Drive Applications business with over 7000 users across 45 countries specialising in the manufacture of high-voltage machines and medium voltage drives, particularly for the mining industry. This includes 9 manufacturing sites (one in China) and 3 R&D hubs.• Initial consultancy engagement with Customer’s project team to help plan infrastructure carveout activities• Managed Atos team to deliver carveout activities across Network, Identity, Data Center, DWP (Client), and Cross Functional towers• Physical separation of China operations and logical separation in remaining countries• Completed Carveout on time and within budget

Built and led a multi-disciplinary team across multiple geographies to develop and implement solutions which supported Siemens AG in the carveout of their Siemens Energy business. This was Siemens biggest carveout involving around 75,000 users & clients in over 1000 office locations located in 100+ countries and all continents. The scope included migrating 2400Tb of data across 3300 Sharepoint sites, 850 Servers, and 45 SAP ERP systems. It involved around 400 Atos resources over 30 month period. This required management of 7 key workstreams and 166 separate contracts.Key Achievements:• Grew initial T&M business from 10k€ consultancy to 1400k€ implementation and delivery• Managed carveout program with separate workstream PMs covering Network, Data Centre, Identity, Client, Cross Function and File Share topics• Weekly progress tracking and governance with good 8/10 CSAT scores• Migration support to Customer using brand-new (untested) Microsoft AD tools• Financial management and tracking to split invoicing by agreed variable percentage• Carveout completed on time and within budget plus agreed Change Requests• Complex network solutions to cover LAN, Wifi, Business Partner, VDI, Tenant Profiling• Increased Service Desk support with 29 L1 Agents and 17 L2 Agents to handle User migration issues• Project success celebrated in joint news article and internal project team recognition

Directed implementation and harmonisation of project management tools, processes, and working practices across all of Europe (except Germany – which was governed separately).Identified and stabilised EU2 problem projects by demonstrating broad scope of industry experience. Delivered consultancy on demand management process to carry out common working practices for capturing and triage of customer requirements. Render expertise as a program manager substitute on high profile global carve-out transformation program (Siemens Mobility division) over 10 weeks.Key Achievements:• Spearheaded and streamlined implementation of accelerated harmonisation program over six months.• Measured and tracked cost reduction targets over 12 month period to realise over €250k cost savings.• Minimised client escalation levels through standardisation of KPI reporting and contractual clarifications.• Accomplished year-on-year improvement in CSAT scores by applying ardent leadership approaches.• Took initiatives to improve customer communication and feedback during demand management process.• Directed red team initiative to track and manage financial, delivery, and service issues in Switzerland.• Developed and introduced automation tools to speed up weekly and monthly reporting effort by 80%.• Governance of key digital projects including Cloud, PLM (TeamCenter), RPA and IOT/Big Data analytics (Mindsphere) using both agile and waterfall delivery methodologiesSince joining Atos I have been working as the Programme Director on their Siemens account with general responsibility across all Europe (except Germany) for all projects and programmes. Siemens is the largest shareholder of Atos, holding 12.5 million shares or 12% of the current capital of Atos. The contract is worth € 8.73 billion for the period from July 1st, 2011 to December 31, 2021 and is one of the world's largest Infrastructure and Applications outsourcing contracts.

Led and monitored large, complex, and diverse infrastructure and SAP projects/programs across Siemens EU1 region to an acceptable level of risk by balancing scope, time, cost and quality. Headed and motivated diverse teams to ensure delivery of integrated client solutions that achieve measurable business results for Atos clients.Oversaw financial profitability of the project engagements, while strengthening relationships with client's senior leadership team. Delivered oversight, coaching, mentoring, and leadership to ensure project managers’ work in accordance with schedule, cost, performance, and quality. Drove process improvement and best practices in PMO and project management tools and processes. Championed CSAT and drive Client at the Heart improvement initiatives. Designed effective dashboards for frequent reviews with stakeholders and customers. Anticipated challenges and resolved conflicts, while in dealing with commercial and delivery issues.Key Achievements Introduced appropriate governance of project delivery to reduce customer escalations and failing projects. Implemented improved working practices to reduce cost overheads on high volume/low value projects. Applied global project management tools into the Siemens account to keep the company at the forefront of new initiatives and developments. Ran automation to save time and reduce costs for capturing project data in demand management system. Increased level of offshored infrastructure project management to Poland and applications projectmanagement to GDC India. Drove improved demand management processes and related KPIs to speed turnaround of standard proposals and customer dashboard reporting. Introduced common working practices across Application and Infrastructure project managers to present “One-Atos” view. Carried out standard T&M Billing tool for presenting progress and forecasting on SAP projects (nowincorporated into all T&M contracts).

Clients: multiple local government councils & central government departments• Overall delivery responsibility for government sector accounts c£100m revenue, over 500 resources and c£300m pipeline.• Programme governance of bids and delivery, business operations, quality and risk assurance• Focus on targeting cost savings by reviewing and rationalising common activities across accounts• Developing a Project Health dashboard (subsequently adopted across the organization), developing tools for bid resource forecasting and improving bid win ratio.• Developing a Sector wide Account database using Steria Knowledge Management System to streamline and improve communications and information flows for Client Directors and Bid Managers. This is being extended to include a knowledge base for sales and bid management.• Driving quality standards through review cycles, auditing, client satisfaction and continual improvement.• Developing Service Agreements and reviews to drive improvements from internal service delivery organisations• Contributing to international Government Business Community – sharing opportunities for collaboration and best practice approaches to developing proposals, particularly those with EU focus.• Oversight and operational control of multiple department delivering a variety of programmes, projects and services worth in excess of £100m to customers across central government departments and agencies.• Working directly to the managing director, my role is varied and includes developing initiatives to standardise operational reporting, developing management information dashboards, ensuring governance and quality processes are followed, resolving operational and resourcing issues, medium to long term resource forecasting, identifying and implementing service and process improvements, reviewing and approving new business proposals, troubleshooting problem projects and recommending/managing remedial actions.

Client: MoJ• Managing £25m bespoke application development and business change programme using multi-disciplined teams of over 50 people – plus on-site collaborative working across Steria, 3rd Party and Client.• Full P&L budgeting, forecasting and cost/revenue and cashflow management against key project delivery milestones.• Joint risk, issues and dependencies management, joint planning and change management• Ensuring adherence to Steria operational and quality processes and procedures, but seeking process improvement and operational efficiencies. • Developing and managing additional business opportunities, ensuring commercial and contractual governance, working with the customer to clarify business and technical requirements and manage expectations for delivery.• Organisation and resourcing (including line management) for over 40 people, acting as a senior point of escalation for programme related issues.• Programme reporting and comms both to Steria account management and within customer organisation, attendance at Project Boards and assisting the customer in promoting the solution and benefits to its wider stakeholders.• Building a new national Case Management System for 35 Probation Trusts based on an Oracle 11g database with web-based java clients and Business Objects MIS solution supporting up to 23,000 users across England and Wales.• Stakeholder management - working with the Customer to shape and clarify some 2500 business and technical requirements• Sub-contractor management, together with assurance for design, build and testing of the National Delius application and associated migration tools• In house design, build and testing of an MIS Reporting solution, the underlying solution infrastructure, plus related services design for ongoing support and maintenance to agreed KPIs and SLAs.• Successful commercial negotiation of project extension and cost recovery resulting from customer delays

Client: National Offender Management Service (NOMS)• P&L and Line management of around 35 Project Management and Technical staff and the projects they were involved in. This included regular project progress and financial reviews, dealing with customer escalated issues, plus developing and implementing internal process improvements.• Typically there would be around 50 active projects at any one time ranging in value from £5k to £2m as requested by Probation Areas through standard Service Request and Change Management processes. The role required careful management of both project and technical resources to achieve optimum allocation with the minimum numbers of resources.• Acted as Steria’s representative at various Customer forums including Service Management Board, Project and Programme Boards• Worked with Programme Managers within Customer Organisation to improve crossproject reporting and tracking• Helped improve Steria’s overall CAF scoring within the OMNI Account• Development of common cross-project financial reporting process• Commissioned and managed improvements to assist project managers with Project Financial Reporting and standardising operational processes and procedures• Established a Project Management Forum to discuss and share best practice• Successful completion of several high profile and difficult projects including POLARIS, ViSOR, Local Learning Suites for Prisons, Blackberry implementation.• Over the course of the last year, worked on dual role, working with the Director as Bid Consultant on £25m proposal to implement a new Probation Case Management System which was subsequently won.

Client: National Offender Management Service (NOMS)• Initially worked as Senior Project Manager responsible for developing and implementing £24m, 3 year strategic plan for migration of NPS case management systems from 42 probation areas to a National Offender Management database, creating fully costed proposal for developing a prototype methodology, evaluation of ETL tool vendors, creating and managing a team of database analysts and tool developers.• Later worked as Client Director on-site with the customer to further develop business opportunities and grow Steria’s services for data migration to include NPS Area implementation management, development and testing of ETL tools, legacy archiving solution, supporting customer roadshows and other communications events.• Finally, I was seconded to work within customer organisation as Programme Manager for the data migration projects of both Steria (for Probation Service) and EDS (for Prison Service) including management tracking against agreed plans, quality assurance of deliverables, control of resources, validation of strategy and approach, resolving escalated risks and issues, project reporting and financial control.• Development of strategy for migration approach and methodology including data quality, generic implementation plan, integration of EDS and Steria methodologies and rollout process.• Creation of resource-based cost models for estimating and forecasting revenue.• Built and managed strong delivery team of 45 staff including recruitment of skilled management, technical, analytical, and implementation staff.• Successful deployment of ETL servers to 43 NPS Data Centre locations.• Definition and development of interfaces with Syscon & EDS for loading process.• Development & deployment of data quality reporting tools• Growth of Steria business opportunities from zero to over £24m in 2 years.