Key Achievements- Identified training requirements for over 100 users across six different applications, carried out training needs analysis, and organised a training programme involving multiple suppliers and courses.- Created the business change detailed plan covering readiness activities, training, deployment and hypercare.- Developed a tool for business demand planning, to ensure coordination of project and business activities, to make sure that business BAU activities were not hampered by excessive demands from the project, but still allowing the project to proceed at pace.- Built a SharePoint knowledge hub to allow users to access training guides and videos, business processes and FAQsResponsibilities:- Business change consultancy for a major footwear retailer during a e-commerce replatforming programme. - Organised end user training, including training needs analysis, planning of training programmes with suppliers and follow up with end users after courses had been delivered. Developed training videos covering system use and business processes using Synthesia and other tools.- Coordinated with test teams and business users during user acceptance testing, ensuring that UAT testers were engaged appropriately and that issues they raised were prioritised and progressed correctly. Held regular reviews of UAT and hypercare bugs with business users to ensure that concerns were addressed and they were getting proper feedback.- Supported analysis of as-is and to-be business processes, identified gaps to highlight where the business would need additional support and consultation.

Key Achievements- Developed processes and tools to track and manage project finances. I created from scratch a method for measuring project costs and forecasts for around 35 concurrent projects, allowing project managers and senior management to see how projects were performing against baseline within the financial year plan.- Built a Excel based tool to allow finance data to be modelled, analysed and reported on, to provide information to the Chief Information Officer and his management team on the IT budget for the financial year as it was developed and refined.Responsibilities- Provided PMO consultancy for a recently-established IT project delivery function that had been set up to bring governance and control to a range of technology programmes for Dr Martens.- Management of the finance process to create the IT budget for the current financial year. Involved working with teams across multiple disciplines in the UK, Hong Kong and USA, to gather cost and forecast data for projects and business-as-usual, then combine into a single budget for the department.- Acted as a PMO subject matter expert during the implementation of a new portfolio and project management system (KeyedIn), providing guidance and best practice advice during the configuration and implementation of the new system and associated processes.- Worked with the PMO to set up and implement a project delivery framework, covering management reporting, planning, delivery lifecycle and project financial management.

Key Achievements:- Developed a structure and controls for a release process for e-commerce and content management system domains. - Introduced risk and issue management tools and processes for service readiness and data migration shared services.- Successfully delivered key elements of a programme that introduced the client’s luxury brands to the Middle East market. Worked with teams in London, Bologna and Dubai to develop technology solutions to some very challenging deadlines. - Working with programme management, architecture and product owners, completed the initiation of a project to introduce an EU payments compliance directive (PSD2).Responsibilities:- PMO support for a five-year strategic programme, migrating the company’s entire e-commerce platform. This covers systems for payments, warehouse management, fulfilment, commerce and front-end apps.- Bridged the gap between Agile development teams from UK and Italy, and a programme methodology that was more waterfall in nature, allowing reporting and governance to be applied flexibly but effectively to work with both approaches. Worked with technical domain teams to identify process inefficiencies and introduce fixes. - Project managed workstreams for technology programmes that rolled out solutions for payments services, and brand development in the Middle East.

Key Achievements:- Assessed current programme controls, and introduced a number of governance processes, including a change control board, programme board reporting and handback of assets at project end.- Developed a project lifecycle process for the new rail franchise. Including process designs, online document template library, briefings to senior management and roll out to project teams.- Reshaped the way that programmes and projects are governed, with a restructured steering group focussing on portfolio and strategic decision-making.- Implemented a new project management tool (Workfront) into Asset Management, trained users and developed reports and dashboards.Responsibilities:- Management of the programme controls (PMO) function for the Asset Management division, supporting the delivery of £60m of construction renewals and enhancements across 49 projects.- Responsible for establishing and managing governance and delivery processes, progress reporting, change control and project close-out.- Leadership of a team of analysts and document controllers, providing structure and guidance to team members.

Key Achievements:- developed improved executive reporting, cutting report production times by 50%- developed a programme reporting system to resolve a critical gap in reporting capability, helping to ensure consistent and transparent progress, risk and financial measurements- improved period financial forecasting accuracy from less than 50% to consistently over 95%- managed the implementation of a CA Clarity PPM solution into 35 in-flight projectsResponsibilities:- managed a PMO function for one of Sainsbury’s biggest business change programmes, then retained for the IT Foundations portfolio (delivering ~£50m p.a. of capital)- prepared briefings and inputs for programme board meetings, following up on necessary actions- introduced document configuration management controls and facilitated workshops to identify programme risks, lessons learnt, change impacts and dependencies- controlled and reported on finances, covering forecasts/actual reports, accruals, financial reconciliation and investment funding requests

Key Achievements:- created a new governance & assurance function from scratch, providing delivery assessments to a director-level audience- designed a programme management framework to control and govern an £80m p.a. technology delivery, improving strategic alignment and governance, along with enabling effective risk management- played a key role in the enhancement of IT management and IT delivery change processesResponsibilities:- supported delivery programmes and projects with a budget of £80m p.a. as the Head of Governance & Assurance within the Programme Office of an Information Management function- worked with senior leaders and finance/programme managers to implement a new type of objective project reporting based on key project performance indicators - performed in-depth delivery assurance reviews on key programmes and projects (total benefits of £53m), providing recommendations to senior management and project teams- established a delivery support and assurance capability for the IM Olympics Readiness programme: resolving priorities, monitoring dependencies and supporting risk management

- provided support and assurance for an information management programme that delivered a technology strategy, roadmap and tools to a corporate transformation programme, resulting in £3.6bn in benefits over 5 years- played a key role in facilitating the delivery of IT initiatives to Crossrail, Thameslink and HS2 programmes, supporting programme managers in identifying and managing dependencies, controlling costs, managing suppliers and handling risks & issues appropriately

- delivered a range of IT projects (up to £4.2m), supplying technology, data and innovation solutions to the business- forged productive relationships with all colleagues, senior managers and 3rd parties

- managed the provision of technology solutions to support the facilities management division (Aqumen Services) of John Mowlem- worked with clients including Ministry of Defence, Barclays, AXA and KLM