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Programme leadership and delivery, tasked with successfully leading the end-to-end delivery of a wide portfolio of key global projects to support the group's system architecture and expansion ambitions. Parachuted into the role to urgently resolve difficulties and challenges with senior stakeholders to get the programmes back on-track and delivered to meet business expectations. Took the lead in managing 5+ Ocado technology programmes, comprising of implementing both new or replacement technologies and business transformation worldwide. Successfully completed a £9.5m IT and business change portfolio for KPMG's retail technology client. Delivered £35m in annual savings/cost avoidance, leveraging automation and management information, enabling the rapid scale-up of key functional areas to support client growth ambitions. Provided an integrated end-to-end solution by improving maintenance management, reconfiguring system and data, and automating operations.

Key role as Head of Business Operations within the UK’s Atomic Weapons Establishment, managing 200+ project and financial experts, providing project controls, management, and performance analysis for AWE's £1bn+ annual spend. Engaged collaboratively as a ‘trusted advisor’ on performance to the Executive Team.Fully-accountable to the CFO for effective delivery, assured performance, and accurate forecasting, with a functional budget of around £15m. Collaborated with the Senior Executive Team and senior management to create, articulate and maintain a solid strategic plan to prioritise key activities.Increased employee satisfaction in the function to one of the highest in the company, successfully achieving a ‘Best Companies’ 2-star accreditation.

Led the project controls function and central PMO controls team through a transitional period, transforming processes and systems for portfolio information and reporting. Engaged collaboratively with stakeholders.Spearheaded multiple transformation programme workstreams with consultants and senior management to build a medium-to-long-term strategy, aimed at improving TfL's project and programme management. Full project lifecycle management and delivery, including project planning, scope, budgets, risk & issues.Led project management workstreams through an organisational and TOM transformation, increasing business-wide project management successes and outcomes.

Programme leadership and consultancy, taking ownership for managing the Africa region’s PMO, taking full P&L accountability. Tasked with helping the business to achieve growth and capture sustainable revenues.Expanded the department from a few consultants to 50+ project management specialists, engaging and assisting clients spanning 15+ countries across the region. Engaged collaboratively with key stakeholders. Leveraged experience in implementing a Project Management Office (PMO) for Barclays Africa as part of a London-led global PMO strategy to help other African banks. End-to-end project and programme lifecycle management, including planning, scope, budget, risk & issues.Undertook contractual options research for rail network capacity extension for the Gautrain Management Authority (GMA).Established and administered the Heathrow Terminal 2b sub-programme project controls system and EPCM project controls from design through to construction.

Project Controls Consultant working in various industries for multiple clients.

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