Tunstall Healthcare – March 2018 to Current-Group Director of PMO, Programme & Projects & Acting Group IT Director Part of the SLT reporting directly to Tunstall’s board accountable for designing, building and implementing a fully functional Programme Management Office that provides Programme and Project Management functions, Compliance & Governance, moving the organization from a function and feature roadmap to being a product roadmap supported by effective methodologies and approaches that could accommodate both waterfall and Agile initiatives. During my time with Tunstall, I have held additional roles to cover long term sickness and absence – these roles included a 6 month period as the Global Software Director implementing a new business model to support the need for an improved go to market model and as the Group IT Director, again covering Tunstall’s global footprint, and in addition to my Group Director of PMO role.

Ciensys – March 207 – PMO Director & Programme AdvisorCiensys is a business performance architecture practice, enabling clients in the services sector to deploy new technology led capabilities (Digital, IOT, AI, etc.,). Their flagship service - the ‘blue print’ enables integrated digital inter-operability to deliver the overall customer experience .I designed and built Ciensys global portfolio office, programme and project management in addition to providing leadership and quality reviews of blue print documentation and challenge team thinking on activities such as:• Strategy for new ways of working – Looking at key drivers (customer, competition, data, innovation, value) to evolve current practice to a new way of working• Developed the global PMO, Programme & Project Management organization and governance framework

• Accountable for managing the global transition to a new Global Business Services (GBS) model• Responsible for developing the strategy for multi-function "Global Business Services" initiative• Moved the programme through initiation, location assessment, RFP and vendor selection, executive sign off, delivery and the establishment of the continuous improvement journey to achieve industrial strength processes. Full project target savings of £20M+/year • Re-negotiated the European commercials with the external BPO vendor that reduced the overall contract spend by 15%• Developed an internal transformation and programme management team with no previous experience to support 4 multi-function front and back office shared service delivery centres supporting our European, North/Latam and Asia businesses• Developed programme and PMO structure, project and commercial governance and addressed vendor performance issues• Managed the transition of the Help desk, Development and Testing areas for Oracle, JDE, Peoplesoft and OCR & Readsoft• Managed the HR, Finance, Procurement and Customer service transformation and outsource transition for Global Operations • Set up and managed a working group with focus on continuous improvement and the development of a change & transformation programme• Developed risk management documentation, approach and communication plans• Created change programmes for those affected by change and for leaders managing people through change• Established and managed a cross-functional programme management and change team to design, implement and manage the implementation of all systems upgrades including Peoplesoft for HR, OCR/Readsoft for Finance• Part of the leadership team tasked with the evaluation of Workday, Oracle and Peoplesoft• Member of the senior leadership team tasked with the governance of a global SAP upgrade, ensuring that the shared service dependencies, changes and risks were properly addressed

Global change lead accountable for the transformation and implementation of a new Shared Service Centre Transition Framework initiative as part of creating a customer centric organization, improving customer satisfaction and increasing performance. The new-look organisation was put into place to support the move of European and North America IS support functions, HR, Learning, Benefits and Payroll activities from Budapest and St Johns into Kochi (India), in addition to moving Treasury and Accounting tasks from Jacksonville to Manila. This was an initiative for one of Northgate’s Pharma clients• Managed the overall customer transition and transformation into the new operating state• Recruited and developed the project and operational team leaders• Developed the governance framework, communications plan and quality plans• Created the stakeholder plan for a complex client organization as well as for Northgate who were themselves in the middle of a transformation• Developed the Risk (CARDI/RAID) logs and worked with internal risk to manage and mitigate them• Built a new HRO transition organisation capable of taking on complex processes within a short period, developed a new target operating model, established new transition methods and procedures documentation, and leaned the existing business processes to ensure offshore compliance.• Senior point of contact for the end client (Boston Scientific) on designing and implementing a global model for the L & D and onboarding processes

Part of the UK leadership team and Outsourcing Management group, Directing an award winning global primary and secondary healthcare programme for the Surgeon General’s department with a TCV of £106 million. Also accountable for the transformation of a £250 million portfolio of initiatives for Logica’s Space and Defence division• Accountable for all portfolio/programme costs and benefits• Accountable for portfolio/ programme profit improvement and cost reduction plans • Managed the planning, transition and transformation of Data Centres across the UK to Bridgend and moved the UK service management, development and test teams into the same locations• Created the new governance and reporting structure• Developed a new partnership approach for working with complex client environment as well as challenging vendor organisations• Created standard risk and issues framework and documentation together with communications plans• Transformed the Logica programme operating model and made the end to end delivery process more user friendly and inclusive• Turned around a programme ROI from a negative 11 million GBP to a 4 million GBP positive• Won two eHealth awards (EHI) – with consequential positive impact on company reputation and client satisfaction• As part of a company re-organisation in 2010/11, responsible the transformation of HR services to an Oracle ESS/MSS focus with a new look HR retained organization focused on onshore business partnering and offshore transitional support• Promoted to Client Executive Delivery Lead

Responsible for the Off-shoring of Development, Test and Support functions to offshore locations across India to reduce UK cost base• Led the programme, resourced and developed the internal Experian teams and managed the vendors• Created the governance model and risk & issue framework and had these signed off by internal risk and programme audit teams• Developed the cultural awareness to improve communication and understanding between retained organization and offshore vendors• Facilitated all commercial and contractual amendments and changes • Supported the establishment of a new organisational model to accommodate a retained team capable of delivering QA across service and change management, quality assurance, testing, business analysis and business partnering• Managed the roll out of a new MPLS backbone to accommodate the delivery of all business applications• Created an onshore/offshore PMO focused on transition, transformation and operational governance for the Test & development of the Mainframe, Non-Mainframe and Database activities • Accountable for Cost management and Investment returns

Set up a new online bank from scratch. Developed E2E business processes, TOM and the operating model. Managed the outsource vendor to ensure sustainable operations in India. Developed the recruitment process and operating manuals for the banking teams and worked closely with the FSA to help secure the Banking Licence.

Accountable for a portfolio of change delivery programmes (Budget £50M +) covering several strategic transformation initiatives aimed at driving operational efficiencies through IT rationalisation and process improvement delivering a large offshore outsource initiative.Personally accountable for the Life and Pensions Outsource and Offshore programme, recognised as being the most successful internal programme in 2004 and 2005 and also created the conditions for Norwich (Now Aviva) to raise significant revenues from the sale of its offshore ‘captive’ business• Created the Programme Implementation Plan, Framework and approach• Developed the Governance processes, checks and balances for each of the workstreams• Managed multiple stakeholders across an international footprint to cover all Life and Pensions New and Existing Business as well as Healthcare• Managed the roll out of the MPLS backbone across India and Citrix implementation• Managed the transition of the IT support, development and test functions into India to support 8,000 seat environment• roll-out of over 2,400 roles to multiple sites across India and Sri Lanka within time and budget• creation of over 8,000 offshore seats;• Continuous service improvement plan increased customer satisfaction scores from an average 6.3 to 8.1• Succession plan that retained the knowledge and saw 80% of the team promoted• Programme rolled within time and budget with an expanded scope to include both front and back office processes• Vendor management of three outsource partners

• Built and developed Compaq’s Middle East Practice from a $1 million business to a $15 million+ organisation with a 18% profit margin• Implemented a successful outsourced managed service organisation across the EMEA region and creation of a fully functional Global PMO to support and augment the Middle East Business• Designed and implemented the governance and assurance gating process to ensure effective programme governance and financial stability

Directed the change and transformation activities of the inbound and outbound contact centres across the benelux region as part of a pre-IPO business activity. Re-organised the contact centre and was the lead on re-engineering the business processes as part of a large CRM (Clarify/OSS/BSS) integration.