Collaborating with experienced IT professionals to bring together multi-disciplinary teams and solve complex IT problems.

INTERNAL CYBER SECURITY PRODUCTS SUITE. Given ownership of failing in-flight Cyber Security product portfolio and tasked with “turn-around”. Achieved change from Red to Green project status and delivered two customer facing portal applications to 9 UK enterprise customers and c.2000 US SMB customers, plus a new framework of re-usable portal services to simplify development of future portal functionality. Requirements involved high-volume data flow, storage and processing, delivered using cloud based solution.• Full ownership of budget, resourcing and project structuring.• Worked with Product Owners to develop achievable roadmaps, delivery plans and facilitate appropriate prioritisation. • Developed and implemented project controls and governance processes which drove delivery and gave confidence to stakeholders.• Built and managed a multi-disciplinary, globally distributed team averaging 35-40 members, plus supply chain, as well as managing and coaching junior PMs.• Re-set expectations across the organisation and customers following previously missed commitments, and implemented a new reporting and comms approach which rebuilt confidence and reputation. • Mandated and implemented a robust transition process to ensure deliverables entered into operational ownership successfully.• Passed re-accreditation by an external regulatory audit organisation (FFIEC – Federal Financial Institutions Examination Council) at risk of failure due to previous project position, preventing £multi-million revenue losses.

SYSTEMS INTEGRATION PROJECT FOR RAIL SECTOR CLIENT. Managed the technology and systems integration workstream (£6m) within a wider business change programme (£30+m) with multiple suppliers.• Handled complex technical landscape of legacy systems with limited or no documentation, requiring pro-active engagement to understand interfaces and produce solution designs. • Worked within constraints of demanding stage-gate process, evidencing quality assurance, planning and risk mitigation, as well as undertaking significant exercise of consulting and preparing stakeholders to achieve sign-off of HLD and LLDs.• Major focus on dependencies management across suppliers and client, including commercial handling of missed dependencies, as well as mitigation and re-planning which minimised resulting impact.• Delivered against all contractual obligations to release key milestone payments.• Navigated complex political environment and high-pressure situations, including unions and regulatory constraints.• Project was ultimately closed pre-delivery following budgetary review and degradation of business case (through no fault of technical workstream); I developed and issued a CR covering controlled project closure and ensuring BAE not left out of pocket for any WIP against outstanding milestones.

SERVICE CONTRACT EXIT MANAGER, HIGHWAYS ENGLAND. Managed a controlled Exit of the BAE Systems SIAM Service to Highways England over a 3 month period, within fixed exit budget.• Full control displayed over daily management of exit activities with visibility given to senior delivery directors; Exit project successful and completion certificate signed on final day of contract in line with plan, and within budget.• Defended BAEs commercial position ensuing that Exit effort remained within boundaries of the cost model, and that scope was properly controlled so that BAU activities were not impacted.• Successfully managed a complex HR / TUPE process, briefing and involving commercial and legal teams where required.• Maintained strong relationships with senior stakeholders within the client, departing on good terms leaving a positive impression for future contract opportunities.

PROJECT MANAGER AND CONTRACTS ADVISOR, HIGHWAYS ENGLAND. Ownership of all projects delivered under the Service Management and Integration contract, including in-sourcing of Highways England’s Operational Area maintenance contracts onto centralised IT services. Also responsible for scoping and drafting new contracts for the suppliers delivering Service Towers to the client within the SIAM model, and managing re-let process for 2 Tower contracts.• Strong long-term relationships built with key budget holders to manage their portfolios on their behalf.• Successfully delivered 3 time-critical insourcing projects (deployments to 100-500 people) with no option to delay go-live dates past outsourcing contract end-dates.• Managed multiple additional simultaneous projects, assessing the impact on the overall service provision and responding accordingly with uplift to SIAM service arrangements.• Re-scoped and re-drafted Service Tower contracts to align with SIAM model, considering delivery gaps and overlaps, alignment of SLAs, end-to-end service delivery impact, and service continuity.• Drove contracts development, Service Tower re-let and procurement activities on behalf of client, ensuring all assurance gates passed and achieving successful re-let of 2 Service Tower contracts within compressed timescales, ensuring no gaps in service or contract cover.

PROJECT MANAGER AND BUSINESS CHANGE LEAD, VODAFONE CUSTOMER DATA ANALYTICS. Planned and executed an international roll-out of a centrally developed analytics tool to 4 European countries.• Client Feedback: Highly professional and personable programme leader. Has steered an international programme towards delivery against background of diminished political support and market footprint. Also provided effective deputisation (during absence) for me across all programmes in portfolio. Has earned confidence of wider team sideways and upwards. Overall highly recommend for programme leadership role.• Acted on behalf of client sponsor for all day-to-day delivery management and decision making, only escalating when necessary, and doing so with clear and concise information and instruction.• Changed programme and product perceptions from negative to positive by running workshops and demonstrations (including securing slots in high-visibility meetings such as Customer Operations Directors forums), focussing on solution capability and benefits. Rescued 2 key markets, UK and Hungary, who had previously pulled out of project, but re-joined and secured required budget.• Supplier management – engaged Adobe and BIP to scope out required work packages, ensuring fit with internal budgets, and owned the process of contract approvals for those suppliers. Once under contract, managed suppliers to cost, quality, and timescale through collaborative working and formal reporting.• Coaching – Client impressed with my reporting style and slideware such as briefing packs on complex subjects affecting the programme. He asked me to share my templates, and coach the other project managers in his team.

BUSINESS CHANGE AND SYSTEMS INTEGRATION PORTFOLIO, RAIL SECTOR CLIENT. Multiple fixed-price IT projects up to £1m, involving business needs assessment, integration of specialist hardware and development of bespoke software to deliver benefits from rail freight industry data.• Responsible for driving radical business change in a historically “low-tech” environment through introduction of mobile apps and bespoke technology solutions.• First point of contact for Programme Board including senior client budget holders, providing formal reporting building strong relationships throughout the chain of governance.• Developed Project Initiation Documents, delivery plans and cost estimates including subcontractor elements and robustly calculated and validated risk budget.• Facilitated development of Engineering Management Plans through workshops with suppliers and client stakeholders to define and document all interfaces, dependencies, and structure a formal test strategy.• Implemented PRINCE2 project controls, including performance management against KPIs.• Review and report on project with internal assurance team, subcontractors, and client programme board in line with governance regime.• Managed Dev and Test priorities using JIRA.• Ensured compliance with strict industry regulations and quality gates.• Mobilised and managed multiple suppliers and subcontractors including contractual and commercial processes. • Managed and coached project team members, including formal objective setting and reviews.

£MULTI MILLION BID WIN FOR TRANSPORT SECTOR IT SERVICE CONTRACT.• Assessed ITT documentation before selecting and mobilising the required bid team.• Developed bid plan and executed required work to time and budget constraints.• Managed input from technical design, financial and commercial teams, and sub-contractors, to develop a robust, ITIL compliant solution with a sustainable commercial model. • Successfully articulated solution underpinned with definitive evidence tailored to client requirements and marking criteria.• Managed internal assurance framework to pass all formal gate reviews while extracting maximum value from senior reviewers.

TECHNICAL AND BUSINESS REQUIREMENTS AND STRATEGY ANALYSIS FOR SECURE GOV. CLIENT.• Analysed current data sources and usage of data within organisation.• Conducted requirements gap analysis on current systems leading to a justifiable recommendation of technology selection for improved user experience. • Presented strategy to senior stakeholders and brokered agreement to proceed with recommendation in a highly sensitive and political environment.

Worked with local youth-groups to coach business and entrepreneurial skills, and help initiate and commercialise small projects run by 16-25 year olds, such as a tree nursery, small crop farming and water storage.Mentored individuals keen to apply for charity grants and funding for initiatives such as film development to provide educational films to local community, and set up film viewings. Grant proposals successful!Taught basic skills such as practical Maths, English and understanding of basic business plans including profit/loss etc.

AGILE PROJECT DELIVERY FOR AWARD-WINNING, PUBLIC FACING WEB APP.• Winner of BAE Systems Chairman’s Award (2013) for “Contributing to client success” for delivery of widely acclaimed “getaheadofthegames.com” website, visited by 4.7m people in run-up up to 2012 Olympics.• Managed a team of business analysts, designers and programmers using agile methodology.• Developed a web application drawing on multiple data feeds from Transport for London and presenting them in a highly user-friendly UI.

ACCOUNT MANAGER AND AGILE PROJECT MANAGER FOR TfL DIGITAL MEDIA FRAMEWORK.• Managed multiple projects simultaneously over full project lifecycle.• Bid managed and won 1st position on TfL’s 4 year Digital Media Framework.• Took ownership of account and achieved sales of £750k in first 9 months.• Bid for, won, and managed multiple projects on T&M and Fixed Price basis to cost, quality and programme.• Owned and developed client relationships at multiple levels including the overall budget-holder for the Digital Media Department.

SET UP AND WORKED WITHIN BID SERVICE TEAM WRITING AND WINNING MULTIPLE BIDS.• Winner of BAE Systems Chairman’s Award (2012) for setting up “Bid Service”; delivering bidding process improvements within organisation.• Managed input from senior subject matter experts and crafted bid content.• Maintained bid plans and arranged and facilitated tender review meetings in line with bid controls and assurance framework.• Attended supplier days and liaised with procurement contacts to clarify tender requirements.

PMO AND BUSINESS ENGAGEMENT TEAM MEMBER FOR GLOBAL TECH REFRESH IN CENTRAL GOV.• Team member in a 15 strong client-side PMO function for an international IT refresh programme. • Engaged with business stakeholders to develop client-side project plans in MS Project for multiple departments.• Coached FCO staff in MS Project and project management principles.

BUSINESS CONSULTANT FOR PROJECT WITH HIGHWAYS AGENCY.• Undertook nationwide stakeholder engagement and change management activities at CCTV monitoring stations nationwide.• Ran “wall-walk” presentations at roadshow events.