Managed the delivery of finance software products and product implementations/migrations into multiple UK&I companies. Coordinating internal cross-functional teams to ensure client delivery alignment in requirements, timelines and milestones.Also line managed a team of six Client Delivery Project Managers delivering contracts worth circa £1.2m revenue per year. Owning Project Manager resource allocation, overall delivery accuracy and internal stakeholder status reporting. Escalation point for any client issues.- Owned a programme of work delivering feature releases for a new financial crime product into Santander Bank. Managing contracts totalling £1.4M. - Led discussions at a senior stakeholder level to ensure alignment of internal and client roadmaps. Coordinating and planning multiple work-streams to ensure client activities are supported, milestone requirements achieved and reported through steering boards.- Delivered data remediation projects for Virgin Money and Barclays worth £100K-£200K. Managing multiple department deliveries culminating in a project Client Satisfaction Review score of 9.7 out of 10.- Increased delivery milestone accuracy by 15% and project governance delivery quality by 20% by leading a review of client delivery team ways of working, governance and reporting practices and creating and implementing a set of standard operating procedures, processes and KPIs.

Managed a strategic programme of work developing and delivering Identity and Fraud microservice software solutions. Creating a fast to market, flexible mix of software features using Scrum and Kanban Agile methodologies.- Delivery of up to three concurrent software products against the business road map, managing roadmap alignment discussions, resource estimation and allocation, subsequent planning and senior management reporting.- As Scrum Master, used the SAFe agile framework to set-up the team structure, ways of working and governance processes. Minimising project start-up time, setting quality benchmarks and delivery metrics for estimation and planning.- Managed the transformation from one to four Scrum teams, both on and offshore, as the project scope and size increased. Ensured delivery continuity with no impact on agreed product release dates.- Introduced ongoing governance reviews delivering an average 17% increase in team velocity, 33% reduction in cycle time and a 22% increase in delivery sizing accuracy resulting in faster product delivery and better estimation accuracy.

Managed three development teams delivering into a programme of work for feature updates to multiple key Experian Identity and fraud products. Delivered five major and eight upgrade software releases.- Created, implemented and managed the delivery roadmap. Negotiating timelines and business requirements with Product Owners using fact-based conversations around prioritisation and scheduling of work. This increased business visibility, and confidence in the delivery plan.- Put in place a process for capturing and managing Business as Usual (BAU) requirements. This enabled a key workstream to be scoped and included into roadmap discussions.- Reorganised the Agile teams to maximise resource utilisation by targeting a team per product and setting the optimal size per team per product, this reduced incorrectly sized work, rework and increased delivery velocity. - Embedded Solutions Testing and Business Architecture resource into each team. This ensured an end-to-end structure was in place, again supporting accurate and consistent planning and scheduling.

Managed multiple internal software development projects. Included a project to a deliver a UK government regulatory General Data Protection Regulation (GDPR) compliance requirement. - Coordinated work streams and stakeholders at a programme level across multiple Business Units (BUs) to deliver changes to Experian products that met a legally bound completion date.- Took over a failing project and delivered the project release date three weeks ahead of deadline. Focused on re-engaging stakeholders at all levels (both internal and third party) and set-up appropriate governance and review structures. - Identified risks, issues and interdependencies across the work-streams to create an agreed development and delivery plan and key action points to manage.

• Responsible for managing the delivery of a programme of SMART meter hardware and firmware releases to major UK energy suppliers, including SSE.• Responsible for interfacing directly with the customer to senior stakeholder level. Working with the customer to define their SMETS1 and SMETS2 strategic requirements and align with Elster’s delivery roadmap.• Responsible for coordinating internal cross-functional teams, ensuring customer delivery requirements are met on time and within budget.• Major contributor to a company-wide project improving business processes and practices.

• Responsible for the technical Project Management of two new product development projects delivering market leading coding and marking solutions.• Direct line management responsibility of the technical teams for software and hardware development and solution test. • Successfully managing the technical delivery via Agile/Scrum processes. Role of Project Scrum Master.• Responsible for co-ordinating the wider business teams within a Prince 2 project lifecycle governance framework. Managing the projects overall delivery plans including resources, risks, budgets and product costs to ensure the agreed deliverables are met.

• Responsible for the Programme Management of a suite of IT software package releases. Project managing individual technical developments within the Programme. Also responsible for co-ordinating Project Managers on separate work-streams which ensured a full solution delivery.• Responsible for successfully managing the implementation of the IT software suite to customers, both internal and external.• Responsible for generating the programme and project end-to-end delivery plans, identifying customer requirements, resource requirements, budgets and risks, and the subsequent management of these during the lifecycle of the delivery.• Successfully co-ordinated business stakeholders, i.e. Product Owners, Business Analysts, Architects, Developers, Testers and Delivery Teams which ensured the projects key deliverables and milestones were delivered on time, to budget and to the agreed quality criteria.• Successfully worked within an Agile/Scrum environment, managing internal teams in the UK, USA and India and outsourced delivery teams also in India.

• Responsible for managing four simultaneous technical development projects under the EU funded FP7 research for SMEs Framework.• Co-ordinated the activities of multiple stakeholder companies from across Europe on each project. Scheduling work-streams to ensure that work packages, deliverables and milestones were achieved in line with the projects agreed timescale, cost, budget and quality.• Responsible for controlling the financial budget for each project, circa £2M. Managing actual spend against the contract baseline.

• Promoted to have direct line management responsibility for:o Software Development Teamo Hardware Development Teamo System Test Teamo Technical Documentation Teamo Customer Support Software Team• Introduced a Project Lifecycle Management process into Roscom. This involved generating a PLCM framework with associated documentation, utilising experience from Marconi and Ericsson processes and incorporating Prince 2 best practices. The PLCM framework significantly improved the management of developments and supporting activities within the company, resulting in a measurable improvement in planned customer release accuracy and customer satisfaction. This was positively commented on by a number of key customers including Vodafone and O2.• Successfully managed the System Test Team. Performed audit of department’s operation / efficiency. Identified areas for improvement which resulted in the introduction of a formal test lifecycle, with associated test strategy / test case documentation, test project plans / budget. Resulted in an immediate improvement in delivery plan accuracy and a significant reduction in post test issues.• Introduced a formal software / hardware release management process. Based on previous experience within Marconi and Ericsson defined and documented the new processes also trained the relevant staff. The benefits were immediately obvious with an almost total elimination of software delivery and build errors. Made responsible for Software and Hardware Release Management.

Responsible for identifying and implementing improvements in business processes and efficiencies for Ex-Marconi businesses throughout the UK and Italy, following the take-over by Ericsson:• Project managed the roll-out of a major upgrade to a business critical IT software package. Involving new feature definition and test / introduction strategy to minimise system down time. This was a very successful project with the dates being met as planned, with no major issues identified following switch over.• Introduced a UK process from initial hardware and software development through to product shipment, to meet Trade Compliance Export Control legislation. Assessed legal requirements and business impact, generating the requirements proposal for senor management approval. Following introduction the UK achieved the highest audit score of all the ex-Marconi business groups.• Identified the training required to up-skill Ex-Marconi employees in the new Ericsson processes and software packages. Wrote the training requirement definitions / associated business cases and Project Managed agreed training to identified personnel. This incorporated the previous two bullet points and was part of the reason they were both such a success.

• Responsible for Project Managing the development and release of eight separate Telecommunication product platforms, containing both hardware and software for Marconi, with budgets up to £10M. Managed from concept, through development, to delivery and acceptance by the customer, the virtual team of hardware and software engineers, PCB layout engineers, system requirements engineers, test activities and manufacturing deliverables via a defined PLCM process. Ensuring business time scales and customer deliverables were met. A number of these releases involved managing the interface with third party suppliers and development activities in Europe and China.• Responsibility for the R&D interface into an ongoing business-wide program within Marconi to improve margins and reduce cost. Project Managing the identification and implementation of significant cost saving opportunities.

• Successfully designed, tested and released a number of digital, analogue and mechanical designs adding to the success of the developments they were part of.