Initially brought into Bodycote to establish a robust Project Management Office and Project framework to faciltate the demand for high volumes of IT project requests which required formalisation allowing for global tracking and reporting of costs, timelines and benefits. The PMO now benefits from standard best practice procedures, standardisation of project documentation and information management so documentation can easily be shared during all parts of the Project Life Cycle.Currently, I am a member of the IT Management Team and lead a team of 13 IT professionals, based in 5 global locations, ensuring that the IT projects portfolio is consistently managed from pre-project, approvals, tracking, analysis, budgeting through to hand over to service.

Leading a team of Global IT Project Managers and HR Professionals through the implementation of Workday HR Solution to over 4,000 users. Promotion to Head of IT Projects within 2 months of joining Bodycote and asked to establish a Project Management Office to formalise the ways of working and introduce global best practice procedures.

The role of Change and Implementation Project Lead involved the delivery, implementation, integration and decommission of Cloud based solutions (SharePoint 2010, OneDrive, OneNote, BOX, Skype for business, Salesforce) for around 6,000 users at AstraZeneca.* Management and maintenance of the delivery schedule to agreed timelines * Monitoring of the risk log on behalf of the business and providing options for mitigating/avoiding risks* Active management of Sponsors, Key Stakeholders and Key Users* Creation of awareness and communications material for Users, Sponsors and IT support team* Creation and implementation of a Business As Usual support process* Managed reduction of 2,000 SharePoint 2007 sites and migration of 1,000 sites to SharePoint 2010. * Leadership of the 20+ project team, running the weekly meetings and creating an Implementation Team network* Development of guidelines and processes to support and embed new ways of working* Archiving of redundant information according to strict Pharmaceutical standards and guidelines

As Business System Owner for Timecard my role was to relaunch the time recording system to 8,000 global users after usage figures had dropped significantly. This included:-* Stakeholder management and communication planning for relaunch* Development and maintenance of KPI's and reporting measures to maintain and monitor success* Support to the 12 Chiefs of Staff (Department Heads) to help them understand and interpret the data in the dashboard reports and data analysis * Delivery of training for the train the trainer sessions* Preparation of user training material for all users* Development of Business As Usual documentation for new ways of working * IT Lead for scheduling bug fixes, planned downtime and enhancement testing

Business Project Manager working within the central PMO function tasked with the delivery of a new and complex Project Management tool (Planisware) to the core business for managing the development and delivery of drugs to patients. The introduction of a cross functional method of project management was an industry first as previously all functions had managed their planning independently of each other, so change management played a huge role in this project.

The commercially sensitive multi company collaborations with external partners such as The Christie, Cancer Research UK and Royal Marsden Hospital required IT security, best practice guidance and secure IP protocols to be established for all parties to adhere to. I was the business lead during the establishment of these principles as part of the Externalisation Framework.

IM/KM lead for AstraZeneca during the AstraZeneca and MedImmune merger. Liaising closely with the Knowledge Groups at Cambridge Antibody Technology and MedImmune, the IM work-stream analysed established ways of working from all organisations to develop a single easy, quick and most importantly secure file share and collaboration tools to facilitate cross business knowledge sharing. This was successfully achieved within the 100 day target that was set by the project sponsors.

Providing support during the implementation of a Global Product Information Tool, which required working with IT to develop the tool, coordinating UAT across multiple sites, providing face to face training and establishing the Super User network. I was solely responsible for training users in Italy, France and Spain as part of the Key Site owner role.

As Brand Owner for 3 component manufacturers, I developed marketing campaigns and pricing strategies to increase sales and create brand awareness for both the external Sales Reps and the Internal Sales Team. Also responsible for Sales Team training and communicating trade updates to ensure that key accounts were always supplied with the latest of technologies and benefited from the best trade deals. I was also accountable for all sales for the 3 manufacturers generated from the internal Sales Team.

My role as Sales Support was to act as Key Contact for all new contracts and to ensure they had access to all the Training and Help Desk Support required.