Delivery Lead of 2 multi discipline departments. Both departments deliver high quality games, apps and educational platforms through a hybrid project delivery framework. Overall account management for 20+ clients at any one time. Responsible for forecasting and budgeting for both departments, ensuring there is a pipeline of up coming work and revenue generation across the portfolio. Oversee all projects ensuring they are delivered on time and on budget as well as ensuring resource requirements are met and ensuring teams are working to best practices within project delivery frameworks. Maintaining a high moral across the departments is imperative to me and a high priority in my responsibilities.

Accountable for the successful delivery of all projects within the App’s departmentResponsible for the P+L of the departmentResponsible for transitioning projects from Sales to DeliveryAccount management both directly and at escalation from Project Leads/ManagersReported to the SLT/Board on projects and budgetsCarried out appraisals and 121’s for project team as well as the professional development and mentorship Supported Operations Manager with resource and recruitment

I joined Dubit as a Project Lead and immediately took on the responsibility of delivering one of the largest projects within the studio. My responsibilities included working with the product designer to ensure we were delivering the highest quality product, maximising the educational requirements of the end user but ensuring we were delivering to a previously agreed budget and schedule. I implemented a number of improvements to the way the team were working, taking a delivery methodology and adapting it to work for fast paced agency environment. My contributions and improvements were noticed by the SLT and the project team became its own team within the studio. In 6 months a team of 8 became a team of 30+. Through up selling with clients and building strong client relationships, I more than doubled the revenue for the team in 5 months. I was responsible for delivery across that team and a short while later promoted to the general manager of the team.

Working on a new platform for agents to carry out all stages of a claim, I put the end user at the heart of the product and worked with agents, CX teams and UX teams to design a product fit for an agent to be able to complete an end to end customer journey. Creating and owning a roadmap which encompassed not just the fundamentals of delivering an agent portal but also allowed the opportunity to incorporate new technologies to the end user and the business, improving the experience for both agents and customers a like. Led on all sprint ceremonies, providing clear goals, direction and motivation for the team. Held frequent workshops with the business and agents to help shape the product, acting as the subject matter expert for the product.

During my time at Covea, I was responsible for creating and maintaining the product roadmap and vision for 3 data squads, including a data science squad. A primary focus was working with business stakeholders to capture problems/pain points and identifying where a data science model would resolve these. I worked closely with business analysts to break down requirements in to end to end functionality and not limited to individual technologies or teams. Acted as the front door to all data requirements, prioritising them accordingly and working with the relevant squad to deliver a data driven solution.

As an IT Sourcing manager, I managed a number of Telefonica UK’s top strategic IT suppliers. My key responsibilities included implementing and continually improving a supplier governance framework and ensuring all governance reviews are scheduled with the correct stakeholders in attendance. I also held the responsibility of the terms of references for each review and worked with the suppliers on any presentation material. A large part of my role was to find, rationalise, analyse and present data relating to the performance of the suppliers against contract requirements as well as ensuring monthly reporting was completed on all suppliers under the framework for contribution to the monthly board report.

The team managed large, complex, multiyear IT initiatives delivering critical business capability, cost efficiencies and architectural innovation. During my time with this team I passed the Prince 2 Practitioner exam and then went on to use the Managing Successful Programme’s (MSP) governance framework whilst in the role.I had a heavy focus on implementing governance framework to two major programmes whilst in this role, as well as managing high profile risk and action logs and also shadowing and deputising for key programme managers.

I started the Inspiring You scheme in February 2013 as a direct result of attending One Young World in 2012, the summit inspired me to make a change. The aim of the scheme was to inspire young women to embark on a career in the Technology or Telecommunications industry. • I worked with the local council's and key business stakeholders to develop the scheme in to something which would have the most impact and benefit on a younger generation• I developed the material used throughout the workshops and constructed the activities to be best fitting to the audience, I facilitate every session to a high quality standard• After each session I review how the day went and develop the material accordingly• I have developed a small team to help me run the workshops which I now manage• I manage the scheme end to end as well as fulfilling my day job and completing key mile stones

Working within the HR Leadership Development and Personal Effectiveness team, during my time in this position I was responsible for the following-• completed many analytically based evaluation’s for my key stakeholders within HR, this has involved providing business directorates with evidence of how attending essential HR courses had improved their managers and leaders overall reflect scores and relationships with their people• My first months with the team were spent working on the HR Academy and improving my digital skills, this enabled me to engage with stakeholders from across the business and develop online digital courses in order to keep our HR people fully up to date with all current events from the across the business

I completed a role as a fraud analyst within the Fraud and Security team my roles within the team were as follows-• I took ownership of a primary hardware screening process to prevent money loss from within the company and ensured suspect orders were stopped on a daily basis, in one particular day I stopped £18,000 worth of fraudulent orders• My main focus within the team was fraud detention and protection, this involved daily high level investigations in to individuals who were committing fraud towards the company, through any of the following channels; account takeover, ID fraud, usage fraud or roaming fraud

This was a small scale project of which I led a project team in producing a video show casing the work of the business operations area to be used conferences-• The project came directly from the head of business operations who outlined the key requirements and his desires for the video• I worked towards a tight dead line in order to complete the project which involved keeping the project team highly engaged and motivated in order to complete the project in the time scales we were tasked with• I worked towards a small budget and only in house materials in order to produce the video, this resulted in me having to appoint people from across the business area to be involved in the video and seeking out those with the correct skills to produce and edit a video of this kind

The role gave me a wealth of knowledge in early product conception:- Involved with the early conception ideas of a popular tariff- Facilitated product creation sessions- The product later went on to be o2's most popular tariff

In the role systems analyst I gained awareness of the key systems that are used throughout a large corporation -- Ownership of creating, modifying and deleing IDs for 15 of the most used systems within the company, the requests came in daily handled in a timely manner ensuring no SLA breaches- Involved in the audit process according to the SOx policy ensuring as a company we weren’t in breach of the protection act

This was my first role with Telefonica-- Responsible for the governance of projects and programmes going through the Customer Centric Design Process- Worked closely with the project managers and be solely responsible for a number of key stages throughout the internal 'Project Approval Gateway' process- Responsible for making the overall decision on whether a project had met the requirements to move through the next project approvement gate