Key Achievements: Creation of portfolio governance including weekly meetings, highlight reporting, programme planning and combined risk & dependency management across SIPD, Supply Chain, Metering and smaller individual projects. Our Voice Employee Engagement scores of 10 within “management support” and over 9 across the board Developing my team with 3 promotions (L7-L6) & training the full team in APM (PMQ) – supporting 4 ex-forces leavers. Developed a cross Services & Solution flight control mechanism to capture, track and highlight change impacts to end audiences and presented fortnightly at the field transformation board on potential conflicts or change fatigue. Managed the >80 FTE resource & budget tracking for deployment, creating all GFF forecasts and landing 2023 under target, along with maintaining a capacity view of all team members & leading on “swarming” of resource across programmes.Accountabilities: Finance Forecasting, overall resource and capacity management across the team enabling swarming. Management of team of 8 L6’s and 2 L7’s with daily support across the multiple major programmes Cross programme governance (SIPD, Supply Chain, Metering, Phoebe, Fleet, etc) maintaining weekly highlight reports, cross programme roadmap, feeds into risk and transformation boards, design authorities, and steering groups. Supporting all my project managers in setting up and leading their respective programmes.

Key Achievements: Migration of the Operational Transformation team over from waterfall to Agile way of working as their Scrum Master. Creation of the Scrum of Scrums and implementing an escalation process to steering group for any blockers. Implementation of a new RAID management governance process for the scaled AGILE programme utilising ADO. Implementation of a new Portfolio Dependency tracking mechanism using new Microsoft teams and SharePoint capability. Creation of the first baselined programme plan for SiPD and mechanism for updating and showing contingency variations.Accountabilities: Ownership of all Programme Governance including: RAID Management across Scaled Agile Programme / Programme Plan ownership, Fortnightly Programme Status Reporting / Internal and External communications / Business case refresh Running Scrum of Scrums and the Programme Delivery team & Scrum Master for the Operational Transformation team

Key Achievements: Mobilisation of Multi-disciplinary team, leading team through discovery and creation of Product Backlog. Creation of the FIX Customer Journey strategic roadmap, mapping interdependencies with major programmes.  Creation & sign off at BG Investment board of Epic 4 Lean Canvas Business Case and mobilisation of 4 projects underneath Delivery of revised Job Booking Rules for all job types for Customer Fulfilment implemented into One Knowledge Hub. Delivery and launch of new Customer Journey Forum leading L4 conversations around strategic direction.Accountabilities: Ownership of the Fix, Complaints and Change of Circumstance customer journeys. Leading a virtual team of 10+ through agile delivery using Azure Dev Ops (ADO). Creating and owning the Complaints Root Cause delivery plan and reporting up to the board. Flight control of all new change raised, facilitating alignment, resourcing, and prioritisation discussions. Reviewing 2022 change plan in line with customer journey strategy and proposals on progression.

Key Achievements: Implementation of Meter Reading prompting platform with over 30m comms per year with a £5m return on investment. Creation of Meter Read channel strategy (SMS, Email, App, Website, 3rd Parties, etc) Management and accurate forecasting of over £25m metering budget including 3rd party management. Management of an extended team with over 90 FTE across 7 sites. Delivery of Direct Debit (DD) Transformation programme delivering over £1m benefits due to reduced contact and complaints, improving Journey Net Promoter Scores by over 5 points and improving all customer outcomes. Implemented an Industry leading customer journey blueprint, using a new approach to identify, document, and engage support across the business on the key focus points to deliver the best customer outcomes. Customer Journey management of the Smart meter rollout, leading propositions such as Smart Time of Use tariffs.Accountabilities: Delivery of the DD Transformation programme from business case creation through to training roll out. Full journey ownership of all payment related processes and in-flight activities for residential customers. Leading monthly customer journey reviews with senior stakeholders highlighting current performance from a voice of the customer and agents to help agree next period’s priority and focus. Overall ownership of all Projects, Process Improvements and Key Metrics within the Metering, Billing and Payments areas. Driving the 3-year strategic planning process, negotiating budget, and liaison with technical teams to drive accurate cost forecasting. Representing in various MBR’s at director level giving commentary on key metrics and updating on resolution plans. Working closely with the analysis and insight teams to create and validate hypotheses that generate actionable change.

 Heading up the change cluster for a department of ~900 full time employees across multiple sites. Management of my own cost code and budget, along with ownership for all project funding from the central finance team. Responsible for all stakeholder communications and project reporting to directors across British Gas. Working with the portfolio team to help produce new project lifecycles and programme governance for One British Gas. Responsible for 4 senior managers reporting directly to me with an extended team of 25 project managers - Instrumental is receiving a 94% employee engagement score. Overall responsibility for a £10m change budget with multiple projects running at once. Instrumental in helping build a delivery culture in the change environment with an emphasis on speed of delivery for maximum benefit realisation. Supported other change programmes with the roll-out of Agile and was one of the first programmes to start using the methodology.

 Initial shaping of the Programme and linking the objectives into the Centrica vision and strategic pillars. Started the overall engagement of the “Evolution” Programme across One British Gas bringing key updates and even road-shows to most Centrica sites. Broke up the Programme into deliverable phases and gave encouragement to the sponsor of on-going delivery. Helped embed a risk based culture across the business but with specific results improvement within the onshore and offshore debt operation. Managed all costs and benefit tracking across the programme. Created and mobilised a high performing team recognised across the business. Close relationship management with sales and marketing to influence and agree on key business metrics. Managed multiple 3rd party relationships. Team and Project won awards at the credit today awards.

 Overall shaping and creation of a series of projects specifically targeted to bring in a £25m reduction in the companies Bad Debt Charge.  Initial shaping of 18 projects to achieve this target along with governance controls surrounding the on-going benefit tracking. The projects that I mobilised included the:  Introduction of SMS to Debt Customers Introduction of Automated Voice Contact to Debt Customers  Trialling discount letters at various stages within debt path,  Introduction of tracing using internal and external companies Introduction of Litigation (trialling internal vs external) Introduction of field collection methods for finalised accounts Increasing and streamlining the outbound dialler teams using segmentation to focus resource for maximum impact on the BDC. Creation of a back-office team to analyse high value debts for root causes. Introduction of debt transfer process to off-set credit and debit balances. Debt Sale of various aspects of the portfolio where uneconomical to pursue.  Management of IS relationship and all business analysts creating requirements documentation. Reporting / Presenting to British Gas P&L Directors

Project Management of the implementation of Hand Held Terminals into the British Gas Residential Debt Operations team.Structured Stakeholder management from External suppliers to the Field Operatives themselves.

Involved within various projects primarily focused around the integration of new IS system architecture with structured business requirements.