New Chapter, New Challenges, Same Energy! Today, I officially step into my role as a Delivery Manager at Circet UK! Circet is renowned for delivering cutting-edge telecoms and infrastructure solutions, and I’m thrilled to join a team that’s shaping the future of connectivity.For me, this role isn’t just about managing projects; it’s about building bridges—between teams, ideas, and the incredible innovations Circet brings to life. I’m excited to bring my experience in delivering complex projects, thought leadership, and fostering collaboration to this dynamic environment.On a personal note, starting a new job always feels like the first day of school—minus the packed lunch and with a lot more acronyms to learn! But one thing remains constant: the drive to make an impact, build relationships, and deliver exceptional results.Here’s to new challenges, inspiring colleagues, and the journey ahead! 🚧💡#NewJob #DeliveryManager #CircetUK #Telecoms #Innovation #Leadership

Took the lead in creating and managing the portfolio (MTP), establishing robust governance, and recruiting to assure the committed deliverables, on time, and on budget (c.£280m). Engages with senior stakeholders. Engaged collaboratively with matrix teams in the agile delivery of a diverse portfolio of technology and nontechnical programmes based on challenging business cases, with programme values from £200k to £80m+. Delivery of transformational change, positively impacting c.3,200 people across 5 business units over 8 strategic locations in the UK and India. Supported the transformation team of 75 FTEs and CTIO Tribes, including team mentoring and coaching. Leadership, management & motivation of a team of 8 FTEs, embedding a transformation governance model. Created and delivered an innovative new systemised self-serve tracking mechanism for Agile and Waterfall. Worked with the CTIO in translating the business architecture and operating models into a system strategy and roadmap. Ensured the right balance of governance and problem solving, carefully assessing risks. Embedded requirements capture template & process, enabling 100% utilisation across the transformation. Successfully negotiated a 25% reduction in an OKR training contract, delivering the OKR Delivery Programme impacting 250 FTE, driving change implementation across 5 business Units in the UK & India. Spearheaded the Digital Transformation Programme, driving migration of legacy bespoke delivery tools to an agreed strategy solution (Jira), providing ‘cradle-to-grave’ data-driven insights across the digital portfolio.

Business technology leadership, with a full remit for enabling the team to delivery, overcoming barriers and releasing potential through empowerment, engagement and motivation of a winning team of talented people. Championed the strategy and shared a clear vision to ensure goals were agreed, aligned and delivered. Led, motivated and mentored the team to deliver results, promoting learning, integrity & behavioural change. Ensured robust governance, enabling the team to deliver on-time and within agreed OPEX / CAPEX budget. Successfully worked with company wide CTIO tribes, squads, and core strategy to improve IT, testing, delivery, future-proofing, and the end-to-end customer experience. A motivated self starter working with the business and technology to achieve business outcomes that drive efficiency and customer outcomes. Key contributions and successes: • Shared vision, set direction, and influenced Annual Planning Process, working with key stakeholders • Effectively managed and prioritised the portfolio, as well as facilitating ‘Big Room’ planning sessions • Challenged the norm and identified more efficient ways of working, realising major business benefit • Empowered and positively supported team through to the successful resolution of delivery issues • Right sized tribes, and worked collaboratively with Tribe Leads, Product Owners & Scrum Masters

The key elements I am accountable for are; delivery of projects that ultimately reduce dwell and increase field efficiency. I achieve this through project managing all aspects of end to end production management projects. I do this by working very closely with my customers, business unit transformation colleagues and improvement leads to agree and deliver the roadmap. I manage the business requirements and ensure that there is a clear link to the business benefit in-line with the business case. The changes will impact circa 150 job controllers and 1500 engineers. Leading on behavioural change activities, business improvement and landing change in a specialised field force. Experienced in delivering projects, including end to end process improvements, removal of tactical solutions and aligning to strategic long-term deliverables.

Working in the desk organisation to support the field engineering community with jeopardy management, work allocation and transformation programs.

Leading, supporting and coaching the teams with Copper and fibre L2C and T2R

Overhead and underground multi skilled engineer. Working on L2C and T2R throughout the network including exchange, distribution network overhead,underground and Customer premises

BT Retail sales and BT Broadband Advisor