I was brought into rescue a project that was perceived to be failing. It was a global implementation of a new Salesforce Platform integrating with multiple other systems within the organisation. This was a critical platform which managed their pipeline deal and enabled the senior team to manage their deals online and remotely. My initial analysis which was conveyed to key stakeholders was that the project was in fact in a healthy state with the exception of the communications to the various stakeholders.I set up and ran multiple engagement sessions with senior stakeholders to run them through the plan, highlighting the progress made to date. Prior to starting the stakeholders were looking to cut their losses and cancel the project. The engagement sessions helped them understand how close the teams were to delivering and I committed to providing regular updates on cost, progress, issues etc.After two to three months the project was green and started to implement, ultimately completing delivery within 6 months. When starting it was clear that the delivery teams were professional and dedicated to delivery but they had lost direction. Within weeks of joining they went from accepting every single change with no clear delivery date to actively managing the backlog and delivering the product within agreed timescales.The project went from being the one that was always called out as a failure to a huge success. It ultimately enabled the senior team in the organisation, along with Legal and Finance to manage their portfolio of prospective deals in a timely and compliant manner. It even enabled mobile workflow allowing the senior teams to be on a building site and still being able to authorise critical new opportunities.

Took a short break to concentrate on family. Now looking for my next assignment

Reporting directly to the Chief Medical Officer, performing an analysis on all change capabilities within NHS Surrey Heartlands and Surrey County Council. I was bought in as a consultant to undertake a review of their current practices and shape a new portfolio structure to help them in their future delivery. I performed a full analysis on their change portfolio and provided advice and guidance on prioritisation, budgeting, team structures, reporting and governance.

Reporting to the Executive Committee, responsible for delivering a refreshed organisation wide Data Led Case Management system on the Salesforce Platform. This is the critical platform in the FCA impacting 2,500 of the 4,000 users and covers all aspects of the business including Authorisations, Supervision, Enforcement and Market Oversight.Achievements to date:• Delivered the critical technology delivery for the FCA in 2022/2023, upgrading the FCAs group wide Salesforce platform along with new processes; new governance; and new operating model• Gained Investment Case approval at all levels, including the FCA Board for a 1 year implementation at £13.9M and a commitment to deliver re-engineered business processes for a further 3 years at c. £10M per year.• Restructured a 3.5 year programme of work with an expected cost of £65M to C£45M saving over £20M by internalising a delivery function.• Designed and implemented a new Technology Operating Model to support a move from vendor led delivery to FCA owned and led delivery saving between £5M to £8M per year.• Gained organisation wide buy in from the business leaders; technology leaders; and the Executive Boards to provide the required resources to deliver against the plan.• Key negotiator (alongside internal procurement function) with the vendor to agree a fixed price deal on a Time and Material cost basis saving 30% expected risk profile cost.• Leading Vendor lead solutions in a complex Vendor environment. Responsible for collaboration and team building between three key supplier partners.

Reporting to the MD of the Commodities Team, I was responsible for upgrading the infrastructure and functionality of their flagship Deal Tracker application, which tracks the risk exposure across borders of all deals that originate from London. The role also involved rolling out the functionality to Australia, East and West Coast US, Hong Kong, Singapore and Tokyo. 5 Year benefits total £46M in additional revenue generation. Achievements to date:• Led the delivery of a new infrastructure upgrade to enable a global rollout while also delivering functional enhancements for the £46m over 5-year business benefits agreed, which is now expected to be exceeded.• Implemented an agile methodology in a Group standard waterfall development lifecycle, bringing on board: the senior management team; finance; project planning and the business team. This is currently being copied across middle office due to the savings made (circa £1,6m PA once fully implemented).• Implemented a robust Business Continuity and Operational Resilience framework which the organisation has taken on board. The new infrastructure plans had to be modified to consider the requirement to ensure critical reporting operations were maintained within tolerance.• Implementing an offshore development and testing capability (15 developers, 3 scrum masters and 5 testers) to increase capacity and value to the client.• Negotiated and secured additional funding for additional scope, generating an additional 5-year benefit of £15M in revenue generation.Key Responsibilities• Managing 6 Direct Reports; 3 levels of reports totalling circa 50 in line and many more in matrix management• Overall portfolio budget of over £15m PA.• Account management of key global vendor, including key performance indicator metrics to manage the capability.• All levels of stakeholder engagement (including C suite) across all regions.

Reporting to the Executive Director of BCBS 239 I led a critical workstream under the BCBS 239 initiative to ensure the bank gained control around the data management and governance within the bank. Working with senior stakeholders across the bank up to MD level, I evaluated the current position, led a team of experts to formulate a range of options and strategy to provide an approach to be adopted. This led to regulatory deadlines being met in 2018 with capacity during 2019 to enhance the existing systems and business processes to increase efficiencies and reduce touch points. Achievements:• Delivering a fully integrated end to end risk reporting model in compliance with BCBS239 standards.• Designing and agreeing the funding for the new end to end reporting solution.• Achieving material regulatory compliance on a previously failing workstream, which ultimately satisfied FINMA on the overall program.• Leading the transition of two IT teams moving from Waterfall to Agile while maintaining delivery.• Delivering material business benefits in addition to regulatory compliance.Key responsibilities:• Leading 5 different IT delivery streams; Credit Risk Officers; lead architects; and business analysts to successfully implement a data solution which fitted in with the Bank's vision and satisfied the regulator and business users.• Resolving conflicts between 5 multi-disciplined IT teams, globally dispersed, delivering various SDLC lifecycles including Agile, Waterfall, and a hybrid of the two.• Bringing a range of key stakeholders, with strong opinions and differing views together with a single view on approach, roles and responsibilities and delivery.• Benefits realisation management of the key regulatory requirements plus the business benefits circa £15m pa achievable after 3 years implementation.

I was appointed as the key program manager to spearhead the One Balance Programme, which was designed to implement a company-wide, standard finance general ledger to enable standardised reporting and business processes. I oversaw a team of business analysts, developers and testers and acted as the conduit between IT, the business and service lines and my main reporting line was into the c suite.Achievements:• Delivered the mission critical finance management platform in a Group wide Finance Transformation program covering Investment Bank and Wealth Management products and stakeholders.• Designed and delivered a re-engineered architectural implementation of the data sourcing and reporting elements of the bank’s finance platform, delivering service and data quality improvements aligned to stakeholder requirements.• Delivering a further portfolio of projects aimed at standardising and simplifying data throughput into the General Ledger totalling £25m over 3 years.• Focused on detailed technical planning activity on large complex multi-tiered systems and platforms.• Designed and implemented the blueprint for delivering complex change within a complex system environment.Key responsibilities:• Led the design of the full end to end system, ensuring the interfaces were clearly defined and understood across all impacted systems and owners identified to deliver the capability required.• Overall end to end program that the design covered was £25m with £14m being directly managed by me for the main finance engine of the end-to-end system.• Managed a direct team of 15 developers, and circa 20 analysts and testers to deliver the Finance element of the platform.• Member of the senior leadership team for the Finance Transformation Program managing cross boundary dependencies and addressing conflicts particularly across the Investment Bank / Wealth Management domains.• Management of global workforce, spanning multiple time zones, including offshore 3rd parties.

I was the head of Change and Principal Program Manager for the Group Change Financial Crime function.I was part of the senior leadership team tasked with leading and motivating project and program managers, business analysts and business facing specialists. Achievements:• Led the review of the Strategic Operational Resilience plan across Group Operations and IT and delivered the outcome along with recommendations to implement to senior executives across the bank.• Delivered the Group Disaster Recovery Sites Programme with a £12m+ initiative covering 5 distributed locations, making use of existing redundant premises to reduce cost.• Implemented a multiuser capability for each site to minimise overall cost to the group and maintain the operations of critical business functions in the event of an incident.• Implemented a Security Infrastructure upgrade, delivered to 3500+ branches, 150 HQs and 5 Data Centres, replacing critical security infrastructure, CCTV and alarm monitoring with zero down time tolerance.• Led Group Security & Fraud activities for both the Integration of HBOS and Lloyds Banking Group and the Divestment of Lloyds Banking Group and TSB.• Initiated, researched and delivered a facial recognition step into the bank account onboarding process to reduce a specific fraud type, which reduced over £1m per month in losses.Key Responsibilities:• Overall management of the Financial Crime Change Portfolio covering Continuity Management, Fraud, Operational Resilience, and Disaster Recover Sites.• Identifying the critical services, processes and people within the organisation along with acceptable tolerances.• Regular key reporting on Operational Resilience to senior stakeholders across the Group.• Reporting directly to the Managing Director for the Financial Crime function, advising and overseeing delivery of strategic programmes & transformation and operational resilience.

I joined the function to run several technical deliveries within the insurance division. I reported directly into the Head of change for the insurance division, aligning IT with business requirements. • In charge of stakeholder management of key supply lines, suppliers, business units and accountable executives. • Led the Outsourcing Team to outsource the testing function in the APAC region. • Tasked with defining and refining the group’s project and programme delivery methodology. • Detailed technical planning on large complex multi-tiered systems and platform.• Leading the design, build, test and delivery of the end-to-end project lifecycle.• Managing multiple projects spanning multiple delivery and end user functions simultaneously.

I led an application development team of circa 50 analysts, testers and developers which concentrated on internal financial investment systems, with focus on business change/improvement. My core IT language was Visual Basic and C#.NET, during this time I began my transition into project management.

After spending time in various client facing roles, I trained to be an IT developer which ranged from C++, Visual Basic, COBOL and SQL with my eventual focus being on Visual Basic. My progression led to being a Team Leader to 15 developers and being the face off to Project Managers, Test Managers and department heads.