- Product Owner for the Altus APEX Change Management Framework- Portfolio Lead for major Blue Chip Insurance client

- Led on the production of scoping and planning reset for major programme at blue chip FS client- Creation of Change Management Framework and other Change Management delivery collateral- Creation of portfolio level reporting and performance metrics- Intervention, management and course correction of stressed workstream delivery for large FS client- Key support for RFI/RFP for Insurance Client Policy Administration System and subsequent delivery- Management of departmental continuous improvement activity

Scoping, shaping and planning transformational portfolio of work for an insurance client including business case creation.

Providing Value-add PMO, Project, Programme and Portfolio Management Expertise

Leading a Project Portfolio Review for the Group Technology function in a large Financial Services organisation :-- Review, appraise and rollout portfolio structure- Review critical projects, Critical Path Analysis- Review outcomes and benefits to aid in resource prioritisation- Identify key dependencies and produce overarching Plan on a Page- Review reporting standards and cadence, streamline and improve - Baseline portfolio, commence reporting and provide actionable MI to improve portfolio performance- Embed and handover

• Led on building a business case (approved) for a large scale Enterprise PMO reinvigoration/implementation for large Public Sector engineering client• Produced best practice Project/Programme/Portfolio processes and assessed current state to determine key areas of focus• Scoped and shaped Agile adoption strategy for large Higher Education client

• Prioritisation, financial management, control and assurance of a volatile transformational project portfolio in excess of £60m annual budget• Senior stakeholder engagement and Exec level reporting, options, analysis and recommendations to optmise and balance the portfolio• Chair and management of the Decision Analytics Product Change Approval Board (PCAB)• Implemented automated and improved the (Excel based) Finance Portfolio Demand List and Portfolio toolset for a step change improvement in data quality and decision metrics• Acted as a business champion and Centre of Excellence, providing training, education and awareness about the role and purpose of Portfolio Management to the wider community• Standardised processes across disparate business areas, acting as a relationship bridge across the organisation to provide networks in and out of Portfolio

• Introduced and improved governance across the newly established UK&I Experian Project and Programme Management Centre (PPMC) of c.100 staff, including creation of new processes, improved MI provision, reporting and continuous improvement activity• Introduction and day-to-day management of portfolio level governance and assurance processes, including reporting on the end-to-end delivery of the Transformation Portfolio of IT and business change• Executive level reporting on Experian UK&I operational performance and Brexit impact for the UK&I Managing Director

• Planning, prioritising, resourcing and assuring the end-to-end delivery of the complete portfolio of IT and business change • Creating, managing and improving greenfield PMO/Portfolio Management Function including wider departmental IT KPIs in addition to project health reporting across Lowell Group• Introduced enterprise resourcing model for demand and supply within 6 weeks, formulated and implemented new RAID and highlight reporting tools and process, devised new delivery risk metrics and tied them in to governance control levels• Baselining the entire IT budget (including total headcount and project budget) through close liaison with the CIO and Finance• Drove change vs run ratio improvement from 20/80 to 60/40 in under twelve months• Provided metrics and MI to enable effective decision making to start and stop projects based on strategic value, business case and risk• Provided departmental Risk and Issue Management, supporting Internal and External Audit engagements and resolutions to key findings• Sprint planning and facilitation as key input into planning process, utilising scrum methodology• Delivered step change improvement in change delivery capability, capacity and results – better project management and business analysis, better project selection and definition through establishment of Change Board governance and implementation of a robust prioritisation model, improved decision making and support, better resource utilisation through focused planning including use of agile methodologies and sprint planning, enhanced financial reporting, improved understanding, commitment and focus on change at all levels including Executive• Built Change Management and EPMO team and led Business Analysis function on an interim basis

• Initiation, roll out, process definition and management of a new small change programme, shaping, scoping, estimating and overseeing delivery of change resulting in a cost saving excess of £4m over a 3-year period• Introduced a formal planning, prioritisation and resourcing process to manage the IT portfolio for in excess of 300 resources,• Schedule and manage the pipeline of work for RBS Insurance IT across the full development lifecycle• Created and implemented new project portfolio reporting MI for a budget in excess of £300m over a 5-year period• Produced reports with options and recommendations for director and Executive level prioritisation decisions• Chaired the technical, resourcing and feasibility/planning meetings within RBS Insurance IT, reporting directly to the Insurance Executive and was, personally, the “front door” for all Business Technology Services project work requests• Owned and maintained the 3-year rolling IT project portfolio roadmap• Introduced streamlined governance framework for small change programme• Successfully assessed and facilitated change projects in excess of £50m per annum at a time of great challenge and change within RBS Insurance• Key decision maker in decision to outsource projects to third party vendors/suppliers by using analytics marrying demand forecasting with supply data• Shaped, scoped and estimated small change with a resulting saving in IT spend in excess of £4m over the 2008-2011 period• Planned, organised and facilitated workshops with key business stakeholders to estimate and shape key rating and pricing initiatives, producing robust and realistic plans for a portfolio of work in excess of £5m• Developed and introduced a resource planning tool to all development and test functions and across the wider business

A/P at Equifax Europe UK Ltd in Bradford