Shaping, creating the strategy and starting the global Agile Project Professional Community to bring like-minded professionals together to support, collaborate, share and learn about business agility with an ambition to create and sustain a community of curious and engaged professionals to contribute to their own professional development around business agility applied to projects and helping others with insights from their own experiences.Creating and building a community strategy across the Consortium and identify the appropriate principles to sustain global agile community promoting business agility.Within a month, had an engaged and valued community with the inaugural global meet-up with focus on ensuring value to everyone through fast feedback, interesting discussion and debate on topics and making new connections.

Shaped to secure suppliers to deliver solutions for ground handling and air traffic control to maximise productivity and increase essential controls for aircraft embarking and disembarking of the apron management and the upgraded departure management.

Delivered software training of Epicflow to deliver more projects on time with available resources without extra costs; increasing profitability. Explore how real-time data and predictive analytics assist to making informed project decisions. Analyse demand and supply by finding the right talent based on competencies, experience, and availability. Examine historical performance and workload and use this data for lessons learned to improve project flow in the future.

• Engagement Lead to HM Government (Home Office) Policing & Public Protection Technology with accountability for delivering product operating model change enabling value to be delivered through a product based delivery model using agile ways of working to deliver the Digital Data & Technology vision and mission whilst understanding the context for change for Policing and Law Enforcement Agencies• Creating the solution with the product teams by introducing coaching capability for the identified team candidates through a robust process and meaningful engagement to improve the delivery process for the problems that are being experienced• Building a product operating model, suiting the Home Office context, to understand the capabilities, the funding model, the team make-up, the ways of working, the roles and responsibilities as well as the problems the teams are trying to solve• Creating a PPPT product catalogue alongside the Architecture team to ensure capabilities are realised along with opportunities to simplify and reduce products on multiple platforms reducing cost of ownership and liabilities• Creating and sharing knowledge to deliver using product management theory and practical solutions through focus on delivering value early and often aligned to goals and strategic insights for product teams to pivot and change direction and focus on valuable features with the focus on end users (Police & Law Enforcement)• A 4-week assignment as Consulting Lead to manage the client relationships with accountability for delivering target operating model changes to enable value to be delivered through management of work aligned to strategic work• Working with the newly formed architecture team to align and improve collaboration as well as build capability to provide valuable insights and strategic focus• Creation of the operating model, that suits the architecture team’s context, to build and prioritise their work to achieve delivery of value early and often

• Engagement Director managing UK Insurance client and internal relationships with accountability for delivering software outcomes using Emergn’s Value, Flow, Quality (VFQ) principles and practices to deliver value early and often as well as proposing a goodproblem:solution fit• Increased account revenue for Emergn within 6 months; growth from £50K to £600K per month through strong delivery focus • Building trusted relationships across the senior leaders of the Covéa Insurance organisation ensuring clarity of outcomes and alignment to the organisation’s strategic imperatives• Set up and led Global Business Analysis Practice with 77 members to build capability and expertise to create world class analysts with clear career goals to grow, learn and be curious• Held in the highest regard as a trusted partner as well as providing pragmatic, value-added consulting on delivery to build capability and embed a sustainable way of working• Leading multi-disciplinary teams to deliver great outcomes through ways of working to build better products and talent augmentation to assist the client teams to build their capability• Provided solution guidance and strong leadership to achieve the Emergn strategic outcomes of the Practice• Led and contributed to the Practice’s intellectual property knowledgebase and translated theory into practice (eg. Intelligent Automation) to showcase and broaden knowledge for the Practice members

• Creating the solution and executing the transformation roadmap with Emergn’s Value, Flow, Quality principles and practices using the Product, Portfolio & Teams approach with a focus on sustaining the change and achieving reduction in release timesfrom over 12 months to 3 month cycles and focussing on valuable work by making trade off decisions• Emergn’s VFQ and Agile coaching to new and existing software development teams across Europe / US / APAC to develop theknowledge, understanding and practical experience to deliver value early and often• Executive coaching to senior leaders ensuring clarity of transformation and achievement of quality outcomes• Implementing portfolio planning on quarterly cadence; based on valuable, smaller product deliverables suited to the capacity andthe business change capability of the business unit• Working with internal agile coaches to lead the transformation change agenda and achieve a sustainable organisational change

• Delivery of an emergency new process for dealing with NHS Health Insurance for UK citizens living in or travelling to EU countries following a “no deal” exit from European Union that needed to be in place in preparation for April 2019 exit date • Liaising with UK Government departments to understand the nuances of the country agreements to ensure any agreed legalagreements are compliant and implemented• Agile coaching to new and existing project teams to develop agile knowledge and understanding with practical experience of tools and techniques to deliver change projects and programmes

• Preparation and delivery of Agile PM training using Agile PM (APMG) framework across all the global Syngenta organisationfor candidates to demonstrate understanding and ability to use techniques immediately to achieve the accreditation in Foundation and Practitioner exams (achieved 100% candidate passes) across 40+ training courses• Agile coaching to new and existing project teams to develop agile knowledge, understanding and practical experience of tools and techniques to deliver projects and programmes• Reduced release times of some teams from 12 months to 3 months developing team capability and improving team morale

Case study:IndigoBlue Programme Director for Student Loans CompanyInstrumental in winning a new logo to IndigoBlue/Mastek through a DOS2 framework bid and presentation to deliver agile delivery outcomes into Student Loans Company. Responsible for bringing together Mastek and IndigoBlue to deliver a number of strategic projects for Student Loans Company by leading, delivering and growing a £3m account with 40 multi-discipline team members.Engaged with the Student Loans Company's C-Level community to move towards achieving the commercial agreements of an outcome focussed delivery model. Managed the partner review with the Supplier Relationship team and was instrumental in sourcing additional opportunities to achieve a strategic partner status. Collaborated with all the SLC legal and delivery teams to convert these opportunities into Statements of Work through a thorough engagement model to provide consistent, predictable delivery.As a senior IndigoBlue/Mastek Programme Director and leader, I was responsible for all resourcing, delivery and margin outcomes as well as identifying and acting on opportunities, creating multi-skilled teams across all projects and high quality team engagement through regular communications and sharing experiences to build a motivated and successful on-site team.

Case study:Interim Programme Director for Morrisons SupermarketsMastek Programme Director for Wm Morrisons Supermarkets plc; the 4th largest chain of supermarkets in the UK, contracted to lead, deliver and grow a £4m account with over 140 multi-discipline team members with a 50:50 mix of onsite and offshore (Mumbai, India). Responsible for leading the combined team to deliver against Morrisons’ strategies and goals in Business Intelligence, data integration, android and cloud-based projects using microservices.Engaged with Morrisons’ C-Level community to ensure commercials and delivery was governed and communicated as well as opportunities for developing business were optimised. Collaborated with the Morrisons’ teams to develop opportunities into Statements of Work through a thorough engagement model to provide consistent, predictable delivery.Identified issues with cross-supplier teams that impacted deliveries of strategic imperatives for other IT projects and worked with Morrisons’ and other suppliers to develop improved agile ways of working for cross-team collaboration by incorporating better communication and leaner processes.A senior Mastek account leadership role and responsible for all resourcing, delivery and margin outcomes. Identified and acted on creating a team across all projects and skillsets through regular communications and sharing experiences to build a motivated and successful team.Engaged and integrated with Morrisons’ new senior IT team including CTO and leadership team to maximise opportunities and ensure focus on consistent delivery.

Associated with IndigoBlue Consulting Ltd since November 2013 and Mastek Ltd as an independent contractor and delivering consulting assignments in various sectors including FMCG, professional services, retail and Central Government.

Case study:Interim Head of IT and Programme Management Consultant for beverage wholesaler.As Interim Head of IT and Programme/Project Management Consultant contracted to deliver a £2m replacement Enterprise Resource Planning (ERP) tool across the £200 million business with additional complexity by the acquisition of another business while maintaining business continuity as a priority.Implementation of replacement ERP (NetSuite) solution through process and procedure management by working through business processes across full supply chain and supporting teams. Negotiated and challenged NetSuite on implementation and additional scripts (as this FMCG business model was a challenge to their core functionality) saving over £25,000 through negotiated discounts.Worked with project team of 10 (contractors and permanent staff) using incremental delivery strategy to ensure business continuity was achieved (as the top business priority) through rigorous Data Migration management of customers, suppliers, products and pricing via ETL plus previous years’ open financial history.Pivotal in setting up API sessions with third party logistics partners to start the change discussions to create efficient automated message management solutions.Within 3 weeks, implemented software solution saving 15 minutes per new product set up to ensure that governance and reporting of products was achieved and implemented new software to reduce 70% FTE by removing manual order processing from customers. Consolidation and quicker implementation of bespoke software and reduction in the range of contractors and costs in excess of £500k.

Case Study:Programme Management Consultant contracted to Central Government to deliver a key commitment from the 2010 Coalition Agreement which became a high profile £13.6 million change programme necessitating full engagement with £multi-million private organisations to negotiate and influence travel businesses to accommodate, and implement, the changes required to suit the requirement of the British Government by April 2015.Turned round this failing project to highlight the priority required in the Home Office portfolio to ensure confident, predictable delivery through leading 4 separate workstreams with a mix of 17 contractors and Civil Servants to re-define, re-plan and effectively manage the execution of the first phase of the project to very tight deadlines. This was high profile in the Home Office and the Prime Minister, Deputy Prime Minister and Cabinet Ministers required regular communications and briefings to demonstrate progress and receive the confidence of achieving the April 2015 date of delivery as the political and reputational risk was so high.Ensured the delivery process was structured around the extensive governance and change management processes required by Central Government to control costs, procurement and benefits management and was pivotal in the creation and functions of the Project Board along with 10 senior Government officials (Level 5 and above) to determine governance.

Senior Operations Programme Manager identifying and prioritising change programmes with the Operations Leadership Team and responsible for all IT into the Contact Centres to fulfil departmental objectives and ensuring the growth of the organisation is achieved.Accountable for managing the internal shared service into AXA Direct & Partnerships IT from AXA Commercial Lines business C-Level Executives for programme delivery and pivotal in decision making for constructing an achievable and ordered pipeline of work.

Managed and delivered 10 web and back office projects in 2 years using DSDM Atern Agile methodology ensuring confident, predictable delivery of the prioritised requirements resulting in early business benefit realisation. • Facilitated and managed the full project lifecycle of a 16 month project to enhance retention rates by increasing renewals year on year and reducing cancellations through understanding customer activities from usability studies to facilitate easier motor renewal process. • Matrix and stakeholder management of Business representatives, Project team members (analysts, developers and testers) and the Release and Change Management teams across 5 locations• Managing numerous projects at any one time affecting direct interaction from customers with back office support team requirements • Managed and implemented a new third party partner with a packaged solution to fit with the Swiftcover website ensuring a seamless transition for customers• Led and implemented the change in document production service resulting in faster documents to customers• Led and implemented the Search Engine Optimisation project through the project lifecycle to achieve a consistent “above the fold” place on search rankings• Successfully managed and delivered 2 major releases involving 14 projects across different areas of the code base and 3 sites through careful relationship management and clear, frequent and effective communications

Various roles including Project Manager, Internal Business Consultant (mainly in Finance and Sales & Marketing) and IT Internal Account Manager for Sales & Marketing.Project Manager:• Project Implementation Manager for converting paper based Group Pension Schemes to e-commerce. Managed a multi-departmental team and sponsor to ensure confident, predictable delivery of milestone targets on time and to budget• Identified and changed the poor customer experience via e-commerce to achieve conversion targets of £multi-million• Created commercially astute communications strategy to protect the Norwich Union brand• Project Managed a series of e-commerce deliveries aligned to new pension product releasesIT Service Engagement Manager:• IT Service Manager to over 1,000 Sales and Marketing team members, identified and implemented proactive developments from IT and delivered the strategic tools for the job to maximise productivity• Promoted and generated excellent customer experiences of IT services within supplier based service centre and implemented the departments’ strategic initiatives to improve IT services to achieve and exceed stretch satisfaction targets• Managed supplier activities across many UK sites and strategic offshore partners to educate and inform IT specialists on the business priorities and highlight the specific issues faced by the Sales and Marketing teamsLead Business Consultant:• Internal consultant to ensure new integrated Finance system project was fully risk assessed, managed and monitored with the leadership team as well as leader of the external audit assessment• Internal consultant and implemented strategic review for point of sale system, developed revenue generating ideas to differentiate against competition and increased Financial Advisor trust and revenue growth• Delivered improved tender process with controls that succinctly outlined the new opportunities and reviewed reasons behind profitable lost opportunities

Led the Client Services team plus ownership of the relationship for 9 multi-national organisations from Financial Services (Capital One), IT (Hewlett Packard, Compaq & Symantec), retail (DFS & B&Q) and manufacturing (National Semi-Conductor) sectors within a pan-European multimedia communications company provided outsourced, multi-lingual 350-seat contact centre facilities for 30 blue chip clients. Project managed all business requirements and stakeholder managed the clients and internal teams to exceed client expectations. Client accounts developed through rigorous project and relationship management skills increased year on year sales revenues.• Accountable to directors for operational management and performance of the Client Services team and managed client focussed operations plus forecasting and achieving monthly revenue targets• Retained a major account within 3 months of joining through focussed communication and the development of streamlined processes using structured stakeholder and project management skills• Established the relationship with a major new client and project managed and implemented the successful launch of this client’s outsourced operation & achievement of target goals• Developed and delivered new initiatives for income generation including optimised capabilities across client portfolios• Integral senior management team member that led a lean department of 18 experienced and inexperienced team members, including 4 managers, plus key role in company change management and strategy group; reserved for highest achieving performers• Introduced improved performance management process for reviewing team and individuals’ objectives and implemented personal development plans leading to succession plan to facilitate promotions within the team

Managed a portfolio of 5 blue chip companies and acted as a focal point between a 40 strong internal operations team and the client. Worked with Directors to develop strategies and operational enhancement to increase revenue and retain client accounts through added value activities and communication.• Managed, monitored and developed the client relationships with FTSE 100 companies with consistent month on month revenue growth of all client accounts with excellent feedback from Directors• Improved account retention; prevented loss of key account by streamlining communication lines and implementing service improvements within tight timescales