As Head of Product Configuration, I was the principal user of a propriety low-code platform used to build the commercial SaaS product CloudCube: an integrated multi-module application which included project management, operations, CRM, and HR functions. This role included gathering requirements based on customer feedback and market research and working with development teams to articulate my requirements as a user of the low-code tool to build best in class SaaS features. In addition, I was an integral part of the sales, onboarding, and client services teams by demoing the product and being responsible for incident management.As Integrated Cloud was a small business, I also accepted multiple other responsibilities including supplier management, IT support, KPI reporting to the management team and composed thought leadership articles and whitepapers.This role was performed in addition to any billable client work.

Part of the Group CIO Data Office, the role involved leading a team of analysts and working across multiple initiatives simultaneously:• Facilitated a process for gathering and reporting on the combined Run and Change Portfolios valued in excess of $1 Billion.• Utilised propriety low-code technology to build a project management reporting application for over 100 users including the data model.• Designed the work breakdown structure for 15 interconnected change programmes and worked with project managers to implement an empirical, fact-based governance approach desired by the Group CIO

The role involved helping to develop and implement the Group CIO Office’s change strategy including a large-scale separation programme. This included liaising with the IT platform teams to document all the work required and constructing repeatable project plans based on a template to execute the work.

Initially involved in the vendor selection and negotiation of a contract to transform the application and infrastructure estate to Cloud Technology. The role involved defining a work breakdown structure at a granular level that reflected the contract schedules with every key clause tracked by a measurable milestone. Following vendor selection, the role moved towards tracking vendor delivery against the contract. This included implementation of processes to manage risks across both the vendor and customer’s risk registers and tracking completion of contractual deliverables, dependencies, and obligations.Also responsible for the end-to-end co-ordination and running of key governance committees up to SteerCo level. This required impeccable attention to detail in the meeting minutes and content creation due to the level of scrutiny surrounding the project.

Providing programme planning support within the embedded PMO for one of the largest IT change projects in financial services. Tracking project plans and risks/issues using Microsoft Project and icsbusinessbox tools. Exploiting the benefits of the icsbusinessbox planning tools to increase the visibility and traceability of milestones, risks, and issues throughout the programme. Capturing Minutes and Actions and chasing down stakeholders related to these to ensure audit compliance. Providing executive assistant responsibilities on behalf of the global programme director. Ensuring a consistent planning approach and stakeholder engagement across the programme. Responsible for the maintenance and integrity of management products presented in operating and steering committees.

Managing a team of 7 offshore staff responsible for supporting the business with administration and client reporting commitments. Detailing business requirements and functional specifications for enhancements to the icsbusinessbox product. Participating in UAT testing and providing feedback towards Go/No Go decisions. Reporting bugs and suggesting route causes to the technology team. Suggesting cosmetic enhancements to the GUI. Training new staff on icsbusinessbox systems and client BoWs. Writing user guides/FAQs/help pages for customers.

Managing a team of between 8 – 15 advisors, ensuring customers receive a consistently excellent service by carrying out call observations and coaching with advisors. Managing advisor’s rotas, attendance, and behaviour. Being a representative for customer service at departmental meetings, communicating changes and feedback between departments. Recruiting new customer service advisors through conducting competency based interviews. Accountable for ensuring advisors meet and exceed revenue generation targets by up-selling products and services.

Writing technical diagnosis and customer experience processes for new products and services launched into the business. Working with the Take to Market, Knowledge Base and Learning/Development departments to co-ordinate and plan training to ensure all customer facing teams are fully trained and equipped to resolve queries from the launch of marketing campaigns. Point of escalation during the “early life” period from customer facing departments. Engaging with senior stakeholders and managing their requests to ensure all projects are executed in line with the business case. Researching the telecommunications market to forecast future trends or customer needs. Reporting on findings to show how CAPEX can be effectively spent.

Delivering a world class customer experience by getting it right first time, whilst generating revenue for the business by offering products and services bespoke to the customer’s needs. Working both on my own and as part of a team to exceed business targets. Working with the high level complaints team to contact very dissatisfied customers who have exhausted all other means of making a complaint. Solving complex queries, often with financial or legal implications.