Directly reporting to the Deputy CEO, responsible for 6 programmes of significant scale across the Calico Group. The role is largely responsible for transforming the organisation to become more digital and enabling CoDesign with our customers. The leadership element the role supports the Exec team with Culture and Leadership to enable the transformation required to be effective. The role has a very diverse brief and whilst the Transformation Team created is only small there is significant dependencies on the IT, Performance, L&D, Communication and Business teams. The changes are only achieved through strong relationships established with the Director teams. The 6 programmes of change cover, Housing Management System Development, New Customer Portal, Charity & Care Systems Development, Future of Work (365 deployment), Customer Voice and workstream aptly called ‘Everything Else’ which covers small agile delivery of projects such as Body Cameras, Digital Gas Certificates and Website development.

Directly reporting to the Strategic Director of Resources, responsible for leading the Councils Digital Transformation across all services. Operational responsibility for key Council Services with a team of circa 200 staff covering the following disciplines and delivery: Service Design, Digital, Data, Business Operations, Business Intelligence, Customer Services and Information Governance. Responsible for staff and capital budget upwards of £5m.Responsible for the development and delivery of the Digital Strategy including, Customer Experience, Staff Experience, Data Strategy and Tech Resilience. Lead on the strategic procurement and purchase of Council digital solutions including the delivery of digitised services with the associated return on investment. Leadership of complex, rapid and demanding transformational change during the pandemic resulting in significant impact to our citizens (Super proud of this work). Co-lead on the Organisation Development across the Council with particular responsibility for Culture and Engagement changes.Focussed on the creation of a high performing team through agile methodology. Lead of the Gold and Silver award winning team at the Public Sector Transformation Awards in 2020, 2021 and 2022.Deputy SIRO.

Directly reporting to the CIO programme leading a University wide IT Change programme with a team of circa 15 consisting of Project Managers, Business Analysts, Architects and Developers. The programme of change supports the achievement of the IT Strategy (20 projects), the University’s excellence programme (18 projects) and ensuring the strategic alignment of new initiatives. Universities are experiencing new commercial challenges as the funding position changes that is coupled with pressure from customer expectations of the experience of being a student. The Programme is looking to ensure we optimise IT spend to ensure that our students are supported through the latest technology and have an all-round good student experience. Objectives include:• Introduction of solid IT governance and controls (project boards, executive papers and strategic spend planning)• Organisation design and development of a new team across both IT Services and the Library• Strategic development of large initiatives influencing key stakeholders such as new VLE and CRM strategy including the end to end process review of the student journey• Ownership of the IT Strategic delivery

Directly reporting to the CFO, Programme Lead for the delivery of an ERP system across the NG Bailey Group. Leading a team of circa 35 (mix of Business/IT/Process & Change) working collaboratively to deliver a quality implementation. Objectives include:- Design of the strategic blueprint and programme roadmap- Planning (including budgets & benefit profiling) for a complex varied programme- Work package leadership across process, change, business and IT- Stakeholder engagement and management

Responsible for leading a strategic change programme that delivered £1.2m of return and a further £1m of efficiencies annually. The core programme is full end to end redesign of processes, creation of a business case to adopt a new ERP system and cultural change moving toward a lean operation. Within the granular detail of the programme there are 48 projects within 7 workstreams, supporting each of the board members objectives and delivered through the Business Change Team, headed by myself. The scope, size and benefit of the projects vary from implementation of a Supplier Framework, through to full implementation of a revised end to end process for 1600 people across the business. The programme is measured against key success criteria and indicators reported to the board. The role is based on the strength of trust and relationships to support the business leaders achieve profitable growth and meet the strategy.

Responsible for project leading a number of HR change projects on behalf of the business and the management of the HR Shared Service for 4000 employees. Main focus was the design and implementation of a HR Shared Service. The work included undertaking a review of all existing HR processes and any associated documentation, to then redesign with the provision of a new integrated HR and Payroll System and launch of the HR Shared Service Centre. Coordinated the analysis of work activities undertaken by members of the HR function, following the introduction of the new streamlined processes in the HRSSC resulted in the benefit realisation of £1.1million cost saving in the HR function. Lead on the widespread stakeholder engagement and communication to ensure the smooth introduction of the HRSSC. Operationally responsible for the group HR service delivery with 10 direct reports.

HR Manager for a number of client areas.Export & Future Capability HR Manager, embedded within three small bid teams designing the future People and Organisation Plans, including design of people processes and policies. Used diagnostic methodology to assess the requirements of the team structure to create a strategic focus for the team. Planned development requirements by a gap analysis with the strategy. Responsible for 2 HR Advisors.HR Manager Procurement and Commercial Responsible functionally for 600 people for Procurement. Managed 2 HR Advisors. Functional HR governance for Procurement, responsible for management capability, career development, succession management (including Talent Management and functional resource reviews). Defined the 10 year people strategy for the Procurement function across 3 sites for 600 people. Created the people strategy that included, Organisational Design, Development Centres, L&D Framework, Attraction and Retention strategy, Effective Induction, Reward and Recognition. Managed the merger of two existing business into one, undertaking the synergistic benefits and realignment. HR Manager Advanced Manufacturing Client area of 900 people, responsible for 1 HR Advisors activities. Experience had a large focus on driving and embedding Cultural Change and Lean Manufacturing, through constant assessment of the Employee Relations issues. Lead on the Organisation Design and Development of Advanced Manufacturing. Responsible for the delivery of the People and Career Development Meetings and HR Scorecard at a site level. Designed and facilitated management away days and enabler groups on the following subject areas, Leadership, Talent Mapping, Communications and Engagement, Metrics. HR lead on the Samlesbury Site Culture Group, establishing a change programme including facilitating paradigm workshops with the Trade Unions to fully understand their issues and involve them in the cultural issues and proposals for change.

Under the BAE Systems HR Graduate programe undertook a number of roles in the Shared Service providing HR services to 250 secondees. Responsible for the implementation of Exec Bonus and Salary Review. Led the transition of 75 staff on outdated terms and conditions onto standard BAE Systems terms and conditions at a cost saving of £1.2 Million. Policy development and process improvements.