Created & delivered content to support leaders through transformation. Provided coaching to senior level leaders and upskilled Agility CoE coaches to enable them to enhance leadership, decision making, prioritisation & team effectiveness.- Created and delivered Leadership Principles and Decision-Making content addressing key transformation challenges at bp. Worked with 4 SVPs and upskilled 120 agility coaches in the core principles to maximise their coaching impact.- Implemented Enterprise Lean Portfolio Management practices, OKRs and Kanban systems across the Mobility & Convenience (Europe) Retail business, improving prioritisation and value delivery across 10 major markets & functions, impacting 9,000 sites across 13 countries.- Advised on major Production & Operations project in Mauritania & Senegal, contributing to $70m in savings and a 12 week schedule reduction through improved leadership practices. Improved trust and psychological safety between teams and embedded behaviours through influencing the Global Business Improvement Management team.- Volunteered in bp’s internal coaching team, facilitating Insights Discovery and coaching individuals and teams to maximise the impact of internal culture initiatives to improve engagement and effectiveness.

Led a global team of 10 agile coaches in Castrol’s transformation, raising agility awareness and practice in an organisation of ~4500 people.- Partnered with senior leadership to analyse organisational challenges, implement solutions and foster agility from the top down. Overcame significant resistance to change by demonstrating benefits through small agile experiments.- Mobilised 8 global squads in under 6 months, fostering a culture of continuous improvement and demonstrating the value of agility.- Established the “Agility for All” Community of Practice, training champions and driving knowledge-sharing, creating a learning culture across the business at all levels.- Built internal capability by recruiting and developing coaches to meet business needs and sustain lasting change.

Scrum Master for the implementation of a $9m ServiceNow CRM program, one of bp’s first major agile initiatives, impacting ~4500 users and delivered in under 9 months.- Demonstrated Scrum’s value over waterfall methods, reducing risk and accelerating value delivery.- Led 8 separate squads as a Scrum Master, training myself & 50 team members and Product Owners. Introduced core agile practices and facilitated Scrum regular events.- Created a “Scrum of Scrums” to align priorities and resources, improving transparency and coordination.- Influenced senior stakeholders and maximised support for agile practices, resulting in product release in under 9 months.- Introduced agility practices into Digital Security, building quality in earlier in the product lifecycle. Charged with modernising the delivery of Digital Security Products & Services within BP. Incl. development of Agile project delivery, Cultural / Mindset change and modern Ways of Working

Responsible for the delivery of the Common Tools investment programme within BP's Global Projects Organisation.

Management of the GPO Applications Portfolio and delivery of a number of major projects engineering application implementations.

End-of-Serviceable-Life (EoSL) Project Manager. Addressing EoSL Server fleet within BP's Mega Data Centres and tracking regionally hosted server replacement activities.

Project & Programme Management support to the CQC HR Transition workstream. Merger of 3 Government Health Commissions (Health Care, Social Care and Mental Health)Responsibilities included:- Programme Management- Job Matching / Ring-fencing- Recruitment process development and implementation

Joined PA Consulting within the IT Management Practice in June 2006. Assigned to BP as Project Office Manager for Data Centre Outsourcing programme from August 2006 to October 2007.Moved to Oil & Gas Practice in January 2007 following internal restructuring. Promoted to Principal Consultant in October 2007.Assigned as Programme Office Manager & Project Manager to BP Data Centre Relocation programme from December 2007 to November 2008.Assigned as Programme and Project Manager to Care Quality Commission from January 2009 - March 2009.See separate entries for further details.

I lead relocation projects and coordinated other workstreams ensuring consistency of approach and resolution of issues. In addition, I managed improvements to the Project Office function for BP's Data Centre Projects Portfolio.Responsibilities included:- Project Planning- Business Segment Communication Management- Capability Development (People, Processes, Tools)- Project Office Management- Portfolio Management Improvements

This multi-million dollar programme was responsible for the outsourcing BP's European Data Centre Operations. Significant experience was gained in the outsourcing process (e.g. RFP, tender evaluation, legal negotiation, internal audit etc.)Responsibilities included:- Project Office Manager- Project Planning- Workstream Coordination- Stakeholder Communications

PMO for Innovene (formerly BP Chemicals). The project was to build a $2.5bn petrochemicals plant in Saudi Arabia as part of a Joint Venture. Valuable experience in processes required to create Joint Ventures and the selection of Financial and Insurance advisors.Responsibilities included:- Coordinating communications, interdependencies, issues & risks across 5 work streams including the Legal, Finance, Design & Commercial aspects of the project.- Development of individual work stream plans and the overall project plan. Identification of key milestones and critical path elements.- Ensuring completion of key project deliverables by coordinating the inputs of the legal, finance and commercial teams.- Document management by implementing a Documentum and latterly a SharePoint system for all key project material.- Providing regular management information updates and general project status reports on an as-needed basis including financial management and reporting.

Graduate to Global Project Manager. IT Project management consisting mainly of:- Infrastructure Project Management (Desktop and Messaging Rollout, Infrastructure improvements, Retail Service Station Connectivity, Automated Customer Interfaces etc.) - Upstream Application Support Team Management (Hydrocarbon accounting, SCADA systems, LIMS, Strategic Planning, Account Management)- ITIL Service Management (Helpdesk, Service Improvement, Risk Management, Change Management, Problem Management, Audit, Security and Controls)