I served as the essential link connecting Programme initiatives with the Global Technical Leads and their teams. The role demanded project management guidance and support, along with delivery leadership, to ensure solutions were delivered on schedule, met specifications, and maintained high quality standards.

• Invitation: I was invited to become a Principal Delivery Manager within the largest tribe at Very – DCX.• DCX Tribe: The DCX Tribe plays a crucial role in Very.co.uk, managing customer interfaces, website content, support, and mobile applications.• Core Role: My core responsibility is to provide Delivery Lead support and integrate effective agile methodologies into Engineering Squads that support the DCX tribe both horizontally and vertically.• Key Initiatives:o Oracle ATG Account Management Replacement: I oversaw the transition from Oracle ATG Customer Credential solution to AWS Cognito. This involved vendor selection, solution design, build, and implementation planning.o Scrum Master and Pseudo Product Owner Roles: I served as both Scrum Master and pseudo–Product Owner for various areas, including Decide (product information, size, stock, and customer selection), performance optimization, data layer simplification, and page routing optimization.

• During my initial period at The Very Group as a Senior Delivery Manager I have established and manage five scrum teams within the Customer Forensics and Data Pipelines Tribes (5 Technology & 1 Business) which required the production and delivery of Scrum education courses and coaching via the facilitation of their key Scrum Events.• Defined and implemented the Data Pipelines and Customer Forensics Tribes ways of working , from how to capture user requirements, agreed Definition of Ready and Definition of Done, story refinement and estimation techniques and the Product Increment Release management process.• Implemented an effective Software Release Strategy ensuring maximum communication between teams to ensure zero impact of code deployment issues, utilising Scrum techniques and standard jira tools.• Coached Portfolio Leads on how to perform effective Scrum of Scrums to manage cross initiative dependencies, impediments and track progress across multiple scrum teams.• As an experienced Agile Delivery manager I am utilising my position in assisting identified Business areas learn and adapt to Agile delivery, through knowledge earned via empiricism, i.e.. The establishment of an Agile PMO.

A PMP and Scrum qualified (PSM1, PSM2 & CSM) Delivery Manager with additional PRINCE2 Practitioner, APMP and Service Management Foundation certifications, all of which demonstrate a breadth of understanding and knowledge across both project delivery, be they Waterfall or Agile, and operational environments.• Following the purchase of MBNA by Lloyds Banking Group (LBG), the opportunity to change job role and gain valuable knowledge and experience as a Scrum Master became available and was pursued.• I established the initial Consumer Onboarding Development Feature Team which consisted of “On-Shored” resource (14 resource). This comprised of the implementation of the core Scrum principles and events for the team and the wider Lab. The role required the education of both Development Team members and Product Owners of their roles, responsibilities, core values and how Scrum functions.• I again implemented the Scrum Framework when assigned a further Scrum team within the Lab. My initial Feature Team became a high performing team whilst awaiting reassignment to one of the three “To Be” created teams within the Lab.• My day to day role consisted of facilitating and coaching my Scrum Team and Product Owner, which was a mixture of Consultancy and FTE resource, within the Consumer Onboarding Lab. Lessons gainfully learned via earlier Scrum experience and retrospectives produced a balanced team that continued to grow and deliver business value at a repeatable and achievable cadence.• Knowledge and experience of both Project Management and Agile delivery helped me coach and facilitate Lab members by assisting in bridging the gap between delivering Agile in a Waterfall delivery world and vice versa, with regards to policies, procedures, governance and how to integrate the two methodologies.

Responsible for the planning, resourcing (On Shore and Off Shore), budget management, and delivery of a varied number of technology projects whilst ensuring all projects and environments adhere to bank project delivery governance standards and technology baseline standards and policiesManagement and delivery of multiple projects including :- o European Divestment.o Data migration from the Banks various applications to identified repositories , after identification, within Lloyds Banking Group.o Customer Servicing Application Rewrite and Enhancement. o Extract – Transform – Load (ETL) Tool identification, trial and selection. o Oracle Engine Upgrades / Migrationso Application and data migrations (Batch Process redevelopment, File Transfers – Connect Direct, Autosys Amendments, Middleware interaction - MQ)

Consultant PM (Morse) managing the BAU delivery of SAP Portal Solution, plus the migration of the SAP Portal to a bespoke SharePoint solution performed and hosted by global resource (U.S., German, UK, Malaysian)

Consultant PM (Morse) specialising in BMC Patrol design, integration and delivery

I.S. Analyst - Desktop support, helpdesk manager and SMS expert