Laura Mcgill Email and Phone Number

Responsible for all aspects (including Business Change Management) of the delivery of key projects within the GSK Cyber Maturity Programme to reduce cyber security risk. The governance of these projects adhered to a consistent Delivery Framework that ensured all deliverables and outcomes were ‘audit ready’. Tools used for this purpose were JIRA and PowerBI using an agile project methodology. Examples as follows:(1) To improve GSK’s ability to establish & maintain a secure network… Show more Responsible for all aspects (including Business Change Management) of the delivery of key projects within the GSK Cyber Maturity Programme to reduce cyber security risk. The governance of these projects adhered to a consistent Delivery Framework that ensured all deliverables and outcomes were ‘audit ready’. Tools used for this purpose were JIRA and PowerBI using an agile project methodology. Examples as follows:(1) To improve GSK’s ability to establish & maintain a secure network segmentation model I deployed a firewall change management and reporting tool. Decommissioned the existing specialized system that was expensive to run and inefficient to adapt to changing business needs and migrated to ServiceNow. Additional functionality was introduced to enable Firewall Rules to be audited on a regular cadence via automated workflow processes. Stakeholder communications, training and management were interwoven to the project approach to ensure success. (2) To reduce the risk of asset loss, data loss, and general cybersecurity exposure I implemented an Android Mobile Device Management Solution to ensure that all GSK Android mobile phones are maintained in accordance with GSK requirements and standards. The global reach of the organisation, along with the devolution of procurement processes added to the complexity of this project. With strong support from the Cyber Security Office and careful stakeholder management the project was delivered successfully.(3) To manage end user assets effectively and improve process & control for privileged access management I led a project to clean up local admin accounts across the organisation. This effort required considerable care and attention and great stakeholder engagement to ensure no adverse business impact arose when thousands of accounts were revoked. In addition to this I implemented a business-as-usual process to ensure the clean up was underpinned by effective control and governance going forward. Show less

Enabling key GSK manufacturing facilities to achieve their digital ambitions. Laying the foundation stones by delivering multi-layer network upgrades from access point replacement through to core and aggregation layer upgrades. Installing a complete new, fully resilient secondary data centre facility. Implementing the necessary change and governance framework to ensure that the clean-up/ good practices introduced during the project phase were retained going forward into business as usual… Show more Enabling key GSK manufacturing facilities to achieve their digital ambitions. Laying the foundation stones by delivering multi-layer network upgrades from access point replacement through to core and aggregation layer upgrades. Installing a complete new, fully resilient secondary data centre facility. Implementing the necessary change and governance framework to ensure that the clean-up/ good practices introduced during the project phase were retained going forward into business as usual operation. Rolling out a suite of next generation SMART rooms to facilitate high quality, simple, seamless, video connectivity and applying established business change management techniques to encourage adoption. Show less

Responsible for developing and implementing the business change management strategy and plan for numerous large scale IT global change programmes including: -Migrating all GSK employees globally from Sametime to Lync.-Enhancing security controls on GSK mobile devices.-Providing a new secure information sharing service (based on SharePoint) to enable employees and external partners to collaborate securely when dealing with critical and sensitive information.-Decommissioning over… Show more Responsible for developing and implementing the business change management strategy and plan for numerous large scale IT global change programmes including: -Migrating all GSK employees globally from Sametime to Lync.-Enhancing security controls on GSK mobile devices.-Providing a new secure information sharing service (based on SharePoint) to enable employees and external partners to collaborate securely when dealing with critical and sensitive information.-Decommissioning over 17,000 legacy collaboration applications (from technologies such as Lotus Notes, Groove, QuickPlace and File Shares) and migrating users to the new SharePoint strategic alternatives.-Driving acceptance and adoption of SharePoint as a replacement to the previous corporate portal (Plumtree)Responsibilities associated with the projects featured above included: -Participating in feature selection and recommendations-Stakeholder analysis, mapping and engagement-Creating SharePoint intranet sites to clearly summarise the user information and instructions.-Development and presentation of regular stakeholder updates and information sessions-Migration planning-Capability gap analysis and development of a training programme based on findings (with training specialist). -Development of 'what's new' video (with communications specialist).-Co-ordinated translation of necessary communications materials-Worked closely with other project teams to manage cross project interdependenciesKey contributor to the development and implementation of a standard business change methodology for use across the vast Enterprise Information Services (EIS) programme of work. Based on PROSCI and an internal GSK Change Management Framework the model is designed to offer structure, pragmatism and consistency to project managers delivering IT solutions. Show less

• Implemented the corporate Enterprise Portal across the manufacturing division of GSK. This complex business unit employs 37,000 people across 82 sites in 37 countries. Reduced legacy ‘web clutter’ by 83% and thus delivered an annualised cost reduction of £176k per annum. Key skills used: Enterprise portals, programme management, project management, operational excellence.• Designed, planned, implemented, championed and managed a strong governance framework in order to guide GSK’s… Show more • Implemented the corporate Enterprise Portal across the manufacturing division of GSK. This complex business unit employs 37,000 people across 82 sites in 37 countries. Reduced legacy ‘web clutter’ by 83% and thus delivered an annualised cost reduction of £176k per annum. Key skills used: Enterprise portals, programme management, project management, operational excellence.• Designed, planned, implemented, championed and managed a strong governance framework in order to guide GSK’s vast manufacturing division in their use of the portal. As a result of this over £2.5m of benefit was delivered over a three year period through the re-use of common portal and infrastructure components across the division. Key skills used: Enterprise portals, leadership through change.• Created and sold a vision, strategy and plan in order to ensure that use of the portal across the manufacturing division, evolved to maximise business benefit. Key skills used: Enterprise portals.• Transitioned 86 web applications into formal support with an offshore service provider. This included decommissioning targeted applications, migrating all applications to a common infrastructure platform, assessing/ addressing documentation gaps, defining clear support model, service level agreement, processes and metrics and building relationships. Key skills used: Leadership through change, programme mangement, offshoring and business transformation.• Project managed the implementation of many web applications in order to deliver measurable business benefit. Demonstrable focus on customer service, business processes and measurable impact. Responsible for delivery of an average of £1.5million cost savings to the business through use of IT per annum. Key skills used: Project management, staff and budget management.• Influenced corporate standards, services and architectures via participation in key steering boards. Ensured corporate alignment across the manufacturing business unit. Show less

• Established IT standards, policies and procedures, and championed their use across the IT organization. • Project managed the delivery of the GSK IT intranet during the merger, so that the spirit of the new Glaxo Wellcome/ SmithKline Beecham IT organization was appropriately represented.

Developed IT Strategy for the Environment and Quality business function.

Implemented a planned maintenance system in Turkey: • Managed offshore resources for the implementation of hardware, software and network components.• Managed contracts and suppliers against robust SLAs. Customised the Thames 'generic software package' to accommodate the more specific on-site user requirements. • Trained operators on using the software, workflow, best practice and roles and responsibilities. • Coordinated data entry in order to populate the database with… Show more Implemented a planned maintenance system in Turkey: • Managed offshore resources for the implementation of hardware, software and network components.• Managed contracts and suppliers against robust SLAs. Customised the Thames 'generic software package' to accommodate the more specific on-site user requirements. • Trained operators on using the software, workflow, best practice and roles and responsibilities. • Coordinated data entry in order to populate the database with information such as assets, inventory, personnel details, planned maintenance schedules. Show less

Implemented a billing system in Malaysia: • Managed in excess of 100 government staff across North Borneo, to conduct meter surveys. This involved the management of time scales to correspond with the project lifecycle and the organization of complex logistics involved in such a geographically diverse operation. Also necessary was diplomacy and tact when negotiating with other government departments to provide data entry staff. • Designed, developed, implemented and delivered numerous… Show more Implemented a billing system in Malaysia: • Managed in excess of 100 government staff across North Borneo, to conduct meter surveys. This involved the management of time scales to correspond with the project lifecycle and the organization of complex logistics involved in such a geographically diverse operation. Also necessary was diplomacy and tact when negotiating with other government departments to provide data entry staff. • Designed, developed, implemented and delivered numerous comprehensive training packages to teach staff how to use their new billing system. • Additional activities undertaken include quality control, client and stakeholder management, management of data conversion between billing systems, and relational database design and development. Show less