Mark Howard Email & Phone Number

London Area, United Kingdom

London, England, United Kingdom

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.

London, England, United Kingdom

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

London, England, United Kingdom

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.

London, England, United Kingdom

• 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.
• 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.

London, United Kingdom

• 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.
• 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.
• 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.
• 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

London, United Kingdom

• 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.
• 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:

London, United Kingdom

• 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.
• 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.
• 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:

London, United Kingdom

• 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.
• 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.

• 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.

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.