I am responsible for engaging market companies in modernization and supporting all aspects of successful delivery of market initiatives, bringing 25 years' of delivery experience to bear on behalf of our members.

Reporting to the Chief Executive, I am the primary IUA contact for all market modernisation initiatives, ensuring effective representation and engagement of our members.

This is a contract role with responsibility for delivery of the Distribution and Risk Portfolio of change.

Reporting to the Head of Group Operations I am responsible for managing the change portfolio of projects from identifying the projects that the business wants to run, developing a model to enable the operations directors to select those that best match the objectives of the business and ensuring they deliver against those objectives,I achieve this by developing assurance processes, implementing gate reviews, based on PRINCE2 and improving the Management Information produced on projects. I also recruited a team to carry out the functions including supporting project managers to ensure they have the best chance of success.

Reporting to the Head of Group Operations I was responsible for managing a team of project managers and programme managers delivering change across the Amlin Group. During this time I worked with the Head of Group Operations to develop a proposal to set up a Portfolio Management Office. When this was adopted I successfully applied for the role leading that team

In January 2012 I was asked to take a role representing the Lloyd's Market insurance carriers on the project to implement electronic accounting for all insurance placed within Lloyd's. In the August I was asked to take over from the chairman. I then chaired the committee through the Market Acceptance Testing (MAT) of one release and the development and testing of a second release. I also reported on the project to the Associations Administration Committee (AAC). The project was successfully delivered in May 2014 and the project accepted as complete by the AAC in June.During my time on the project we were able to dramatically reduce the cost of MAT which had previously been an issue.

I reported to the Head of Architecture and Change with responsibility for the £9M project portfolio. I improved the quality of project delivery by implementing Project Gates and Assurance Reviews based on PRINCE2. I improved financial and management information about projects and implemented portfolio review meetings with the CEOs of the Strategic Business Units which improved the prioritisation of projects against business objectives. I was a member of the team tasked with ensuring a smooth transition to an outsourced development model and led the process definition for the change function and implemented regular reviews with the outsource provider to ensure they understood the in-flight projects and plans for future projects. When the UK claims run-off book was sold I was responsible for managing activity across all areas of the company to ensure that the business was successfully separated.

I reported to the Global Development Director managing global programmes and projects with responsibility for a £2M budget and project teams of around 20 people. I was responsible for projects from concept, through the full development cycle and business integration to support. I set up and ran the steering groups for two programmes of work, identifying the stakeholders, selling the concept and successfully using it to enable potential projects to be fed into IT, providing governance and ensuring the projects were prioritised according to business objectives. I became an expert user of the newly established project management tool (Clarity) and helped the Project Management Office to ensure that it was effectively implemented.I rescued a client facing project by identifying the deliverables and tasks required across a 5 company consortium to move the project from User Acceptance Testing to Implementation and beyond. I managed the delivery and ran the implementation, including ensuring successful call handling on the first three days of operation and establishing a schedule and process for implementing defects. I managed projects to deliver new rating models, integrate front end underwriting systems with the back end policy booking system and improvements to financial systems.

I reported to the Programme Manager and had responsibility for managing project teams of technical and business staff, including off-shore teams. I also line managed 9 people including developers and analysts. During this time, the most significant projects I managed were: • a 10 month, £500K project to automate and outsource back office administrative processes; • an 11 month, £500K project to introduce a different way of pricing new business and renewals in time for a new product launch; • a 6 month, £250K project to extend the valid range of invoice and claim numbers before they ran out, a side benefit was the creation of an integrated test environment so that another critical project could be safely delivered later in the year.I also had responsibility for managing the regular projects to implement price reviews

I reported to the Solutions Delivery Manager, managing a team of 7 Developers, 5 Support Analysts and 3 Project Managers and a budget of £2 million. The team were responsible for enhancing and maintaining internally developed applications for the Pensions Administration Practice. I managed the relationship with an external company that maintained applications inherited when Mercer took over another Third Party Pensions Administrator. I implemented Service Level Agreements and managed service levels, ensuring adequate resourcing. I also recruited staff.When I took over the development team they were seen as failing, I worked with them to improve the planning and estimating of work, requirements gathering, design and testing Within six months the lifecycle had reduced and the team were seen as credible and professional.I overhauled the code release mechanism, moving from infrequent, large and often unsuccessful releases to smaller, more frequent releases. This made the company better able to respond to such emerging requirements as Stakeholder Pensions.I was responsible for improving project management across Mercer as a result of training project managers and developing tools to improve productivity including improved planning standards, quantitative monitoring reports and a resource demand management. Overall this improved business planning and reduced training costs.

Bid Manager – October 1999 to May 2000I reported to the head of the Southern Development Centre where I set up and ran the local Bid Management Department which was responsible for translating customer requirements into fully costed, profitable tenders. I presented tenders to directors. Once the new process was developed I had to train 50 people from other departments.Project Manager – June 1997 to October 1999I reported to the Account Manager, with responsibility for multiple, concurrent projects following the in-house project management methodology based on the Project Management Instituted ‘Project Management Body of Knowledge’. I was responsible for documenting project management processes in our bid to become CMM level 2. I also had the opportunity to coach and develop graduates. I ran a variety of projects including: supplier selection, legislative projects, intranet and client server. I also had the opportunity to run a project using leading edge technology delivering maps across an intranet. Projects ranged to £1 million and teams of 5 people.

I started in the Inland Revenue as a COBOL programmer. I really enjoyed the problem solving aspects and was soon asked to carry out systems analysis and then to lead the test team for the same project. I later implemented configuration management within the non-network systems teams and worked on other process improvement initiatives. I was asked to assist a Project Manager with scheduling activities and soon found myself managing software development projects.