Hughes Resourcing was established to deliver change and IT consultancy to the Financial Services community in the UK and Europe. Within this marketplace the key Clients include Allianz, Scottish Widows, Aztec Group, and AXA.Some examples of client engagements recently include:Management of a package selection, implementation and transformation project for a key line of business application. This was delivered within time, cost, and quality targets, delivering an ROI within 12 months.Management of the launch of a new financial product based in an off-shore location, taking 24 months and with a budget of 3m EUR, delivering a successful fund launch of 3bn Euros. This project included the replacement of the operational platform as well as a business process redesign and migration of all staff to the new platform.Management of a due diligence review of business processes and administration platform for a major global organisation who were considering entering a new business arena. This engagement was completed within 3 months and delivered the necessary recommendations to allow the organisation to enter this new arena.Management of an outsourcing initiative for fund administration services including supplier selection and contract negotiation which saved the business over 200,000 Euros per year on an ongoing basis. This project included the delivery of a new operating model for the organisation as well as the transformation of the finance division and all associated audit and compliance principles.Operational management of a clients change resources, including the implementation of a governance and control framework for change management. This resulted in an improvement in all areas of change management and a reduction in the overall cost of change to the organisation.

Responsible for the management, control, and logistics of all major pipe band championships in the UK

Having successfully completed the SEPA delivery to meet the regulatory deadline of 1st Feb, I've moved over to work on the Transformation Programme where I'm leading the strategic development of a Business Process Management (BPM) platform across the Bank. I was previously managing a programme of change around the continued development of the Single European Payments Area (SEPA) and the delivery of a set of solutions for the RBS Group.

- Interim role for delivery of a programme of change around the simplification of the systems landscape and improvement of ‘straight-through-processing’ of electronic payments across the bank. - The programme is currently in design/build/test phase, and will result in changes to the Banks core payment engine and customer access channels, as well as operational changes as a result of the reduction in manual intervention and repair of both inbound and outbound International and Chaps payments.- Programme budget responsibility for both business and IT project teams.

Currently providing independant advice and guidance on programme and change management on a global basis. Delivering change in the Single European Payments Area (SEPA) and Wolfsberg Risk environment.

Manage the programme of change for the Investment business both in the UK and globally. The programme included both strategic and operational change for all business lines with an annual budget of over £14m pa.Lead, manage and motivate the change team as well as all business and third party resources deployed to the programme. This amounted to anything up 50 people at any one time across the programme and included project managers, business analysts, technical specialists, content experts, and internal and external IT providers.Established an internal consultancy service for the business leaders within the organisation, delivering change management advice and consultancy. This resulted in the reduction of change resource employed directly by the business lines, which in turn reduced their operating costs and enabled more effective use of the centralised team.Delivered a key strategic change project which effected all areas of the business and included business process, operational platform, and a change in organisational structure. This project ran for 3 years and had a budget of £45m. The key objective of this project was to reduced the settlement time for investment trading from three days to one day, which was achieved, thus enabling compliance with the T+1 directive.Managed the package selection and implementation of key 'line-of-business' applications for a number of business areas. Budgets for these projects ranged from £0.5m to £2m and took between 6 months and 2 years. All were delivered on time and within budget, with most achieving major benefits realisation shortly after completion.

Manage the relationship between the IT division and the business lines, ensuring the identification and delivery of appropriate technology and services to support the business in both its operational and strategic objectives.Provided a key interface between the business and their critical service providers in order to leverage the knowledge and experience on both sides.Managed the IT components of the project to relocate 2,000 staff to a new Head Office location. This was completed within 12 months and ran to plan.Managed the replacement of the Corporate email system for 10,500 staff globally. This project took 2 years to complete, had a budget of £15m, and a project team of over 100 people across all disciplines.Introduction of a business led programme of change, rather than a programme led by IT. This resulted in IT being seen as an enabler of the business rather than a blocker as had been the case. Resulted in a greatly increased satisfaction rating for the IT service.

The company was set up to provide advice and consultancy in computing and communications to major corporate organisations and SME's and included Standard Life, Bank of Scotland, British Linen Bank, and the Department of Health and Social Security among its clients.Client engagement included:Establishment of a service management framework for global insurance and pension's provider.Establishment of a change management process for IT change, and the design of a supporting administration system.Project management of system implementations across the UK for a major government department.

Co-ordinate and control the installation, maintenance and provision of a communications and computing network service for the various departments and functions within the Council.

Provide product and technology support, training, and advice to the sales executives throughout the company nationally, and to provide day-to-day management of the Technical Sales Support group in Scotland.

Responsible for the provision of telephony services to 30,000 subscribers served by a local exchange and the management and control of all staff and contractors working in the exchange and associated facilities.ACCREDITATIONPrince 2 - Practitioner in Change/Programme ManagementITIL - Practitioner in Service Management