Ownership and responsibility for the commercial and delivery success of projects within the portfolio. Ensuring revenue is maximised through strategic relationship building and equipping the team with the correct tools, processes and governance. Provide delivery expertise and ownership in contract negotiations and responses to tender.Shaping programme timescales and approaches and a key stakeholder in scheduling and prioritisation.Strategic planning

Project Consultant for the delivery of complex decisioning software to assist organisations with their credit risk management. Working with large financial services firms to design, build, implement and support software that is critical to organisations strategic goals of reduced risk and enhanced customer journeys. Programme management of large internal revenue generating initiative - defining and prioritising associated projects in line with programme objectives, dependencies and constraints

• Project manager for creation of a combined website for the merge of two companies. Working in an agile / scrum environment with committed and unmovable implementation dates this role involved coordination of cross functional tasks across two different companies and geographical sites, dealing with executive level stakeholders and governance. This was a high pressure project with delivery dates communicated to customers, press and regulatory bodies.• Written and presented feasibility studies for the migration of products from legacy systems onto more suitable architecture. These studies focused on business drivers and provided source and target system gap and suitability analysis, costs, timescales and risks which ultimately allowed senior management to make informed decisions on the projects future.• Project manager for a large and complex data migration project with a budget in excess of £800,000. This was a cross departmental project which required establishing strong stakeholder relationships with effective reporting, planning and risk management as well as challenging estimates and technical assumptions at times. I was a key lead in the project from initiation right through to lessons learned and knowledge transfer. I also led the implementation management function for this initiative which involved creating implementation and back out plans, overseeing release validation and testing and owning the communications strategy. • Project manager for various Oracle and SQL Server upgrades such as Oracle 10g – 12c, Oracle 8 – 10g Oracle forms 6i – 11g and SQL server 2005 – 2008. I created business cases and initiation documents for each and managed right through to and including implementation. These upgrades involved creating proof of concepts, challenging technical approaches, creating governance structures, managing risks and learning and improving on each new upgrade based on previous experiences.