My current role includes * Leading the development of the Target Operating Model to deliver the outcomes of the Bee Network. * Scope, Design and development of a transformation Portfolio to deliver quick wins, efficiencies and operational improvements over the short term whilst the TOM develops.* Standing up project and programme resourcing, delivery controls, reporting and governance.

Working within the Bus Franchising Programme as Senior Project Manager for People and Business Change workstream, delivering the first franchised bus network outside of London. Key deliverables include:* Organisational Design, working on the OD for both Core Bus team and supporting and enabling services, ensuring that TfGM have the right resources, skills and expertise to deliver Bus Franchising. * Business Readiness, developing the process for managing Businesses Readiness and preparation for Go Live as well as supporting cutover and Hypercare/post go live support.* Organisational Development, including capturing training requirements, development of a training plan and management to deliver training for tfgm and operator staff on process, system and product information. * Business Change, supporting the development of a business Change roadmap * Internal Comms and Engagement, developing a comms plan and strategy for internal staff.

Supporting large scale public and private sector organisations with transformational business change needs. Significant experience in project management/business change particularly in Local Government and NHS organisations delivering tangible benefits, cashable efficiencies, improved processes/ways of working, service redesigns, public consultations and co-design, strategic commissioning and development of target operating models. Interested in new opportunities within Greater Manchester and surrounding areas.

Working for the end client Unilever within the Communication Services Team, supporting the delivery of a number of Transformation initiatives related to the global rollout of Microsoft Teams Voice.Key deliverables include:* Delivery of Model Office Transformation Project - including establishing improved ways of working with our service delivery provider, governance, reporting and change management. *Simple Service Request (SSR) ebonding Project - establishing a new service catalogue in ServiceNow; end-to-end Project Management, including delivery of service requirements capture workshops, management of integration through build, UAT, go live and stabilisation phases.*Development of Training, Communication and Business Readiness materials to for the Fixed Voice Transformation programme (Microsoft Teams Voice Global Service), including eLearning (Degreed Pathway), user guides, communication tools, templates and processes.* Delivery of Service Introduction, ensuring the new service is compliant with IT governance.* Design and delivery of BAU service processes supporting the transition from project to day-to-day service management.

Project Manager on the HSEs Covid19 response programme, supporting the delivery of Covid Spot Checks on businesses to ensure compliance with Government legislation.Key deliverables inclded:* Contract mobilisation/on boarding external service delivery partner and establishing agreed ways of working, governance and reporting framework.* Developing business processes to deliver covid spot checks, including question set, reporting framework, communication and media tools and quality assurance.* Completion of initial pilot/proof of concept and then managing full scale rollout across the country. * Establishing quality assurance and service improvement initiatives. * Managing Silver Command daily stand up meetings, ensuring governance arrangements for key decisions, action tracking and escalations.

My final project that I delivered as part of the 3-year Transformation Programme was the OSHANS Replacement Project. For this project I successfully led a team in the delivery and implementation of a new safety event management and reporting system, replacing a legacy system which had reached its end-of-life. The system was delivered on schedule and on budget and in line with agreed business requirements, under strict constraints before the system became obsolete. Key deliverables and achievements included:o Development of project business case and secured funding through financial governance;o Led a procurement process and completion of contractual arrangements with new supplier;o Managed a small team including Business Analyst and business SMEs (Subject Matter Experts) to capture business requirements and work with the supplier to develop the new system. o Developed and executed a communication and engagement plan, ensuring all stakeholders were engaged and understood the planned change;o Led the system testing process and working with supplier to resolve defects and change requests;o Developed and delivered stakeholder training, ensuring that key staff were skilled in use of new systemo Planned and managed the successful implementation through to stabilisation and close down

I worked as a Project Manager on the 3-year Transformation Programme, delivering a number of change projects across the breadth of the organisation, maintaining effective project governance. Key projects I delivered for this position included:• Infrastructure Service Organisation Redesign (Organisation Restructure) – successfully completed the redesign and restructure of the Infrastructure service area (120+ employees) due to the planned retirement of an Executive Director. Work included undertaking a service redesign, agreeing the new target operating model and organisation structure and then working with HR to deliver the necessary people change to implement the new arrangements. Key achievements included:o Development of Case for Change and future target operating model; o Managing the people change, including headcount reduction and rationalisation of resources, recruitment processes to ensure alignment of staff to business needs;o Working with key stakeholders and Trade Unions to ensure due process was undertaken and that staff were engaged throughout; o Undertaking Management of Change processes, ensuring that all regulatory change requirements had been met.Other projects I delivered as part of the Transformation Programme included:• HR Transformation - undertaking a review of existing projects and delivery plans, including impact assessment and business cases to determine future course of action (a stop/start/continue assessment).• Business Performance - development, pilot and roll-out of new organisational process and tools for managing strategy and business performance (Objectives and Key Results, OKRs), ensuring alignment of company vision with operational targets and individual performance. • Emergency Communications - development of new process, systems and ways of working for internal and external communications for emergency situations.

I successfully Project Managed the Public Contact / Public Enquiry Counter Review Project within the Transforming Policing Services programme at GMP, delivering the project on time and releasing £1.3m efficiencies for the force. Key deliverables included:• Development of Outline and Final Business Case • Delivery of wide-scale public consultation across Greater Manchester, including Equality Impact Assessment and stakeholder management/PR;• Delivery of staff consultation (including rationalisation of workforce)• Finalisation of service model design, processes and procedures;• Management of service implementation and stabilisation.• Delivery of Project closure and handover to BAU.

My role included working as a Senior Project Manager within the NHS Transformation Unit.The role involved working and leading on a range of acute and specialised care reconfiguration programmes within the GM Health and Social Care Devolution Programme, examples of the work include:• Healthier Together (In-Hospital programme) - supporting the delivery of one of the largest hospital reconfiguration programmes within the country, including working on the decision making phase of the project, leading to a Decision Making Business Case ahead of implementation. Successfully defending a Judicial Review which challenged the decision taken regarding the designation of specialist hospitals. https://healthiertogethergm.nhs.uk/ • Specialised Services Transformation - working on transformation of GM level specialised services as part of the Devolution programme. Work has included leading a co-designed transformation process for OG Cancer services, delivery of new clinical standards for world class patient experience and outcomes, clinical engagement workshops, assessment of clinical co-dependencies, development of the future model of care and future commissioning specification.http://www.gmhsc.org.uk/news/cancer-patients-given-a-voice-in-surgery-changes/https://www.greatermanchester-ca.gov.uk/download/meetings/id/666/specialised_services_commissioing_in_gm_-_the_case_for_change&ved=0ahUKEwjR8fuE-f3PAhWFJMAKHbylDqcQFggoMAE&usg=AFQjCNFeYzfqmshwKqudAEjJ8C9nC7J4BQ

My role was a Senior Project Manager within the Directorate of Transformation, involved managing a portfolio of major business transformation and change management projects for the Council; focussing on organisational change, delivering large scale budget savings and collaboration with our strategic partner organisations. In doing this work I gained significant experience and track record of delivering successful end-to-end projects, specifically:• Undertaking options appraisals/feasibility analysis, developing viable business cases;• Establishing project governance arrangements, identifying business requirements and benefits and translating these into tangible deliverables; • Managing delivery – including managing a delivery team of business analysts/operational staff, project planning and work package delivery, managing key stakeholders (internal and external), project budgets, balancing priorities/resources/deadlines, project communications and risk and issue management. • Managing implementation – developing and managing implementation plans, user testing, training and managing the ‘go live’ phase through to stabilisation.• Project closure – ensuring smooth transition back to business as usual, benefits realisation monitoring and formal project closure.A full list of projects is available on request.

Managing a programme of internal and externallly funded projects with a budget of over £5m, ensuring that all projects achieved targets and benefits.

• Project managing a range of external consultancy projects on behalf of a number of local and national clients including DfES, DTI, SBS, IIP UK and the European Commission.• Writing and developing bids for external consultancy work, securing external funding and income.• Writing consultancy reports, project evaluations, analysis reports and briefing notes. • Business Analysis and investigation – including collecting and analysing statistical data over a range of subjects to examine existing working practices and identifying areas of improvement.• Contract Management of contractual relationships with customers and key delivery partners.• Supporting the development of cfe’s business, growing the company and increasing turnover.