Delivery lead VRM Transformation Programme

Initially employed as the IT Programme Manager responsible for the technology elements of Deutsche Bank’s VRM transformation programme, from requirements definition through to acceptance testing. In this role I managed a 25 strong cross functional and global IT team comprised of resources from Deutsche Bank, multiple vendors and contractors to successfully deliver Phase 1.0 and 1.1 of the programme. Managing such a diverse team required tact, diplomacy, patience and an adaptable management style. The role also required excellent planning and problem-solving ability in order to quickly adapt the plan to allow for late code deployments and slow defect fixes and ensure the SLP and SR modules still went live on time. Latterly I have assumed the role of functional lead for the programme. In this role I have been responsible for working with business stakeholders and Ariba to drive the functional development of the application. I have also led on all operational enablement elements of the programme from adoption planning through to training.

Programme Manager from initiation through to the early planning phases. During initiation I created the programme charter, designed the programme governance framework, and produced the technical marking criteria against which two candidate VMS platforms would be assessed. I then led on the technical assessment and provided recommendations to the client on which platform best met their requirements. Following the downselect of the vendor, I then worked with them, and the internal Deutsche Bank stakeholder community across HR, Global Procurement and CIO, to design the team structure and determine the scope, schedule, and deployment strategy for the programme.

Team lead for the design and implementation of a new CIO target operating model (TOM) for Global Procurement at Deutsche Bank. The TOM was aligned to the ITIL framework, covering both the run and change aspects of the CIO organisation. In addition to driving organisational change and process efficiencies, my team drove the adoption of enterprise wide programme delivery standards and toolsets (e.g. Jama, Jira, Confluence and ALM), and defined a multi-year technology roadmap for both the Global Procurement and Corporate Real Estate functions.

Global PMO lead for a large, multi-year Finance transformation programme for Deutsche Bank. I reported into the Programme Director / CIO and was responsible for development and implementation of the governance model, audit management, and Board level programme status reporting production.

Employed as PMO advising the Director level workstream lead on project planning and execution for the Finance Data Warehouse (FDW) element of the Finance Transformation Programme at Deutsche Bank. The FDW was the repository for all finance and risk data across all asset classes and functions and the scope of the workstream covered the full spectrum of the Software Development Life Cycle (SDLC).

Requirements and Acceptance Manager in a busy and operationally focused equipment procurement team. I was responsible for defining the detailed user and system requirements, and developing and executing all trials, testing and acceptance activity for a £200M portfolio of programmes, which delivered the British Army’s next generation of expeditionary campaign infrastructure.

Principle staff officer to the Commanding Officer of a 450 strong engineering organisation in barracks and on operations in Afghanistan. Primarily responsible for discipline (including legal matters), resourcing, reporting, career management policy, and training and development of military and civilian personnel. Whilst in Afghanistan promoted to acting Major and employed as the lead for Capability Integration within the UK’s Support Headquarters.Prepared the Battalion for deployment to Afghanistan by ensuring it was appropriately manned, trained and resourced; a task requiring extensive liaison and negotiation with numerous outside agencies.Coordinated the integration of c£0.5 billion worth of urgent operational equipments against a fierce timeline and considerable operational frictions. As branch Chief of Staff, co-ordinated the staff output of a multi national cadre of officers from all three services.Wrote a paper on the contemporising of maintainer training. As a result the Recovery Mechanic trade course was revised improving operational effectiveness.

Engineering Officer responsible for the command, career management, training and development of 80 (rising to 120) tradesmen and women within a multi disciplinary team. Accountable directly to the Commanding Officer (Managing Director) for the availability of the Regiment’s wide and varied fleet of weapons and equipments from BOWMAN radios to Challenger 2 Main Battle Tanks. Rewrote the Engineering Management System to improve efficiency and inculcate processes which made better use of external resources, dramatically improving equipment availability. Planned and executed the tactical and technical training of the LAD tradesmen for deployment to Iraq on Operation TELIC 12.Integrated tradesmen from 4 other Regiments into the LAD to form the 120 strong Military Transition Team (MiTT) Group LAD in Iraq. The disparate nature of the MiTT Group, and the huge variety of unfamiliar equipments which it was responsible for maintaining, required the adoption of novel support arrangements.

The Battalion’s principle planner for in-barracks training and the conduct of operations. Planned, sequenced and delivered the pre deployment training of 350 soldiers in preparation for operational deployments to Iraq, Afghanistan and Kosovo.Orchestrated the complex deployment of the Battalion to three separate operational theatres.Whilst on operations was responsible for the planning and execution of sustainment convoys and daily operational briefings to senior officers.