Kate Hewson Email & Phone Number

Greater London, England, United Kingdom

London, England, United Kingdom

Crawley, West Sussex, United Kingdom

MI Analysis - BAU analysis identifying low level inaccuracies and differing views resulting in an 8% cost variance on a £14 million annual budget - Resourcing and financial discrepancy analysis on a £26 million 'Unifi' programme highlighting the reasons for a 20% overspendResource Management - 86% reduction in data resourcing inaccuracies across the portfolio - 35% improvement in resourcing inaccuracies with the departments BAU forecast - Simplification of the BAU forecast allowing a view of the minimum effort required for critical work - 5% reduction of 'Unifi' overspend by implementation and management of transaction controls preventing unapproved labour costs - Implementation of a resource change request process on the 'Unifi' programme - Increased accessibility and engagement of PMO reporting tools and meetings - Implementation of Agile methodologies within the department and resourcing approach, and the PMO teams use of Sprints managed via JIRA - Progression of the PMO teams cover documentation and roles, as well as determining the teams BAU effort and work capacity - Cover for Project Controller responsibilities such as coding, supply plans and rate discrepancies Quality Assurance - Preferred proofreader of documents, correspondence and reports

Lewes, East Sussex

• Resource Management- Designed a report to identify planned resource against actuals (requested, allocated, actuals) to identify blockages to change realisation- Instigated a change in the resourcing approach from reactive to forecasted, enabling more accurate communication of project completion and start dates by an estimated 25% - Designed a new resourcing tool to reduce the effort involved in producing the timebox by 25% allowing PM’s earlier notification of allocated resources- Reduced the delay by 50-70% and increased efficiency with in-flight and projected delivery resourcing requests through implementing new processes- Identified key missing components and implemented a communication schedule regarding resource abstraction to reduce project issues by 15% through a lack of awareness- Collaborated closely with resources to enforce the allocations process and identify breaches in which ungoverned low priority work was entering- Identified, planned and forecast estimated effort against pre-delivery and in-flight timelines to allow prospective capacity issues to be identified- Ensured resource effort and allocations within EPM and MS plans were current and accurate through ongoing auditing and collaboration• Programme Delivery- Managed project plans and coordinated resources in the absence of PM’s- Ensured project plans and documentation in EPM were updated in a timely and efficient manner following communications and decisions from relevant boards and the business- Designed and implemented a reporting system to document and communicate PM’s outstanding key priorities and deadlines for improvement with PM and management collaboration• Stakeholder Management- Designed and produced reports for senior management to assist with governance and prioritisation of projects - Continued development of relationships with team leads, resources and project managers to improve understanding of the importance of maturing resource forecasting

Hurstpierpoint, West Sussex

• Achievements- 90% retention of business following on from client complaints- 80% reduction of safeguarding incidents and complaints- Increased staff retention by 20-30% by designing an assessment/training programme• Management- Simultaneously managed projects with responsibility for both business and IT change aspects from concept through to delivery and close - Proposed project objectives and scope with key stakeholders, and delivered these within the agreed budget and timeline- Delivered the critical path, while overseeing safeguarding reports and resolving related issues to provide continued service delivery to customers- Crisis management via an out of hours emergency travel line - Lead the UK recruitment, training and remote management of 30 staff in IT systems and reporting, as well as hundreds of active Host Families and applicants• Communication- Implemented and produced monthly newsletters to Local Coordinators and Host• Projects- Delivered an online portal for host families: Designed a project plan using an action log to initiate and control all stages in collaboration with the CEO and IT developers - Advertising campaign: Researched, designed, negotiated and implemented an £18,000 strategy resulting in a forecasted 15% reduction in cost over 1 year and 20% reduction in deficit areas- Designed a host family application tracking system and report in support of the advertising campaign allowing data analysis and effective allocation of costs - Host family management: Increased efficiency of applications, recruitment process and operations by 25% via a weekly audit of outstanding reports - Worked in partnership with the MD and Conference Director for the annual event and delivered presentations- Created and maintained manuals and workflows resulting in improved staff efficiency and reducing the introductory period of new staff- Audit and design of online project database system (IBOS), information and reports to streamline practices

Various Locations In The Uk

• Sales and Marketing (Pennyhill Park, an Exclusive Hotel & Spa)- Highlighted an advertising error saving 3% commission on reservations- Controlled the company image via photo shoots, online content and social media- Produced copy for media (published in Hampshire Chronicle and County Concierge)• Events (Pennyhill Park, an Exclusive Hotel & Spa)- Exceeded sales targets by 7% for weddings, leisure and corporate events- Pursued additional business via showrounds and upselling- Systematically created BEO’s, rooming lists, menu's and table plans• Human Resources (Pennyhill Park, an Exclusive Hotel & Spa)- Managed recruitment at recruitment fairs, inductions, training academies and an applicant tracking system- Demonstrated concern for staff welfare via a staff consultative committee, implementation of employee benefits, and regular employee feedback/appraisals• Reservations (Chewton Glen Hotel & Spa)- Maximized reservations and preemptively recognized guests requests • Reception (Chewton Glen Hotel & Spa)- Enforced 5 star standards and maintained the hotels outstanding worldwide reputation- Ensured satisfactory problem resolution while maintaining company profits • Kitchen (Mallory Court Hotel)- Chef within all sections of the 1 Michelin Star and 3 AA Rosettes kitchen - Front of House silver service, and functions varying from 2 – 140 guests

Ba (Hons) Digital Media (Video), Specialized In Video Production

• Provided a range of experiences in the scope, practices and demands of video and film production, developing a specialism in production.

Education record

Graduated with 3 A-Levels and 12 GCSE’s