Lawrence Poxon Email & Phone Number

Contracted to support retirement and replacement of a complex mainframe system comprised of multiple bespoke legacy manufacturing and design applications, with a new Teamcenter focussed solution. Originally supporting solely Teamcenter end state management, swiftly promoted to programme manage entire end to end capability replacement for Design Engineering requirements. Managing multiple suppliers in a high pressure, high visibility environment ensuring right first-time quality of delivery, utilising modern delivery tools to ensure successful information and communication management, such as Primavera P6, Azure Devops, and bespoke RRIT Reporting solutions.

Contracted to support the stabilisation of a large business transformation programme in a secure government environment. Swiftly progressed from position of consultancy to become Programme Manager, leading 10 civil servants in delivery of an Asset Management methodology transformation programme. Successfully transitioned the programme away from a position of poor control and limited direction into a tight knit, unified team all with clear goals, scope, and aligned expectations. Provided significant developmental support into a limited SQEP programme team – instilling best practice and creating solid tools and techniques as a foundation for programme delivery. Delivered all end of year targets for the programme 4 months early, with seamless approval for milestone closeout. Developed £1.7m in additional in-year revenue for the firm, through providing a strong example of the skilled support PwC can provide, and prospecting additional opportunities for the firm

Responsible for the AGILE design and delivery of a complex task management application into a secure environment to drive efficiency in 500 end users. Poor inter-team communication had been causing significant inefficiencies in the engineering function, highlighting the need for a streamlined workflow management tool. Utilising an AGILE methodology to ensure a high delivery pace was maintained whilst continually aligning the project with customer requirements, this project required a high degree of scrutiny around end user processes and delivering to tight deadlines and stringent cost controls. Key responsibilities included high level plan creation and project estimation as well as project resourcing, stakeholder & extensive financial management. Day to day responsibilities centred around sprint management, sprint planning, running daily stand-ups and sprint retrospective sessions to drive delivery to plan.This project had a budget of £1m and was due to deliver business savings in the region of £25m over 5 years.

Responsible for the management of a critical SAP infrastructure upgrade project impacting approximately 650 end users. Liaising with Global Programme team and local site resources to create a cohesive project unit driven to deliver successful business change. Key responsibilities included the creation and delivery of an effective, detailed project plan, scoping and planning two intensive rounds of user acceptance testing, driving adherence to new business processes and ensuring business change was effectively communicated. Due to the user processes being critical to the success of the project – a key focus was the production of high-quality training material, utilising several types of media to create an effective portfolio of project documentation as well as a web-based training platform, ensuring a right first time cutover.This role required the research and understanding of complex industry specific regulations to advise the business on process design to ensure compliance and efficiency in new world business operations. Drafting teams of internal experts and third party contractors to combine internal experience and industry specific knowledge to provide the best possible outcomes for the business.

Derby, United Kingdom

Responsible for the global deployment of a £30m rapid response warehousing network. Pulling together an international team of resources and coordinating a deployment plan for 30 warehouses to create a “mesh” network of stores capable of delivering cargo to any destination within catchment in sub 90 minutes, improving the existing SLA by 4.5 hours. A high-profile logistics project with significant director level stakeholder involvement, requiring frequent high-level presentations to secure resource or strategic decisions to progress the project. Role required extensive work with chosen third party supplier and all subcontracted parties to ensure that the solution was delivered within costs, adhering to Rolls-Royce and governing agency quality and security requirements. Worked tirelessly to ensure that robust processes and business procedure documents were created to a high enough standard to allow for any resource to pick up and understand how to process an emergency order in line with sub 90-minute SLA’s. Extensive testing and risk management were applied to validate results and ensure appropriate failover solutions were in place for a vast amount of eventualities.

Nottingham, United Kingdom

Accountable for delivering a large portfolio of small to medium customer change projects. Average project TCV in the region of £100k+, requiring full scheduling and estimation to ensure profitability targets are met whilst maintaining customer spend thresholds. Utilising presales skills, customer projects are scoped and planned to ensure upselling is maximised, and that Computacenter delivery services are fully employed. As a project leader, demonstrable experience includes the management of project teams, direct control of internal and external suppliers and the end to end control of the project lifecycle. Often reporting to internal and customer board level due to the prestigious nature of this flagship account, reporting skills include ensuring that complex project financial and delivery reports can be produced in an easily accessible and understandable format. A key part of this role includes the preparation of internal performance reports to support corporate profitability targets and cost saving initiatives, whilst maximising internal chargeable time.