Focusing on project management (delivery) as well as setting up and managing a new PMO team.

Responsible for management and delivery of Investment Change projects, ensuring an appropriate level of governance is adhered to throughout the project lifecycle. Details of projects implemented can be found in the "Projects" section of my LinkedIn profile.OTHER KEY ACHIEVEMENTS: - Creation of an Investment Division communications plan, including communications planned both from a project and business (BAU) perspective to both Partners and clients. This was subsequently used by the Managing Director to provide updates to the Executive Board, and other employees across the division when planning new communications. - Implementation of a divisonal SharePoint site, for both the business (BAU) and projects. Ran multiple Knowledge Development Meetings (KDM) (eg presentations) on the best way to utilise the system and the key befits of using it (rather than using a traditional local drive). - Running various KDMs within the division, highlighting the key business benefits of initiating change formally (eg with project structure and governance). - Creation of an Investment Division dashboard (monthly Portfolio report) for the Managing Director and Executive Leadership team. This provided an executive summary on all projects managed within the Portfolio, covering key items such as budget, upcoming milestones, key achievements / upcoming activities etc.- Creating and implementing a standardised toolkit for projects within the Investment Division to ensure consistency across Project and Portfolio outputs. Templates include; Project Operating Approach, Plan on a Page (POAP), MSP Plan and a Steering Pack.

Responsible for day-to-day delivery of a programme implementing a new in-house product for St. James Place, looking to on-board a new 3rd Party Administration Centre and up to 12 external Fund Managers. Stakeholders included the Managing Director, Chief Investment Officer, Chief Technology Officer, Executive Finance Director and the Head of Group Risk.KEY ACHIEVEMENTS: • Programme re-structure – Implementing an Operating Approach that set out new governance processes, a revised programme structure and new terms of reference for Programme meetings. • Responsible for day-to-day delivery – Monitoring and overseeing 11 Workstreams, ensuring key issues and dependencies are managed and escalated as appropriate.• Creation of detailed Programme Plan – Implementing and maintaining detailed programme plan containing details of all workstreams in excess of 900 tasks. Reporting on progress to key stakeholders as necessary.• Identification of Critical Path - Establishing critical path for programme and reporting on progress and key risks to executive stakeholders using a one-page dashboard. • Resource planning – Working with programme team to identify resource requirements to enable successful delivery for target launch. Presenting justification where additional resource to senior stakeholders to gain approval to on-board additional resource. • Executive Steering Meeting – Introduced a new board pack and was then responsible for finalising key collateral on a weekly basis for the Executive Stakeholders.

Implemented best practice processes and tools on a large system change programme and a product launch programme. KEY ACHIEVEMENTS:• Creation of new Reporting Process - Setting up new reporting process for senior stakeholders and central PMO function. • Implementing enhanced Change Control process – Ensuring all Change Requests were reviewed and approved by the executive sponsor.• Enhancing Financials Process – Introducing new budget tracker with support from Portfolio Manager to allow more accurate forecasting and reporting to senior stakeholders and programme sponsor. • Programme Close-down - Worked with Portfolio Manager and Head of Programmes and Projects to close down the programme. Involved collating historic programme documentation to identify why business benefits would no longer be met and supporting production of a closedown paper presented to the senior Stakeholders. • Programme Audit - Ensuring required programme documentation complete and available for Internal Audit, moving on to assist with completion of follow up actions.

KEY ACHIEVEMENTS:• Managed a full and thorough Risk review for the NDA project. This resulted in a reduction of high profile Risks from 140 to 24 within two weeks.• Took over the role of chair at weekly Programme Plan Review.• Managed end to end Change Control process on multiple projects, working with Development Centres (ie. Payments, Financial Crime and Risk) and high profile Departments (ie. Fraud, Customer Experience). • Created a Financial tracker for project accountants to manage costs of strategic partner resources across the different Work Packages. • Revised BAU Resourcing process to improve the capture and visibility of task actuals for stakeholders. Went onto train several Operational Managers in the revised processes.• Trained and mentored new PMO team members and BAU resource, providing an insight to the purpose and use of corporate methodologies, tools and PMO deliverables ie. RAID, Change Control, Planning, Reporting etc.• Voluntarily designed and produced a divisional tri fold brochure for use by the ‘Corporate Communications’ team, to announce the new Operating Model, implemented as part of the organisational change programme.• Initiated further ideas for the corporate mobile application which was welcomed by the Divisional Director at a major event, the Yearly Corporate Cascade. My ideas were formally added to a list of future enhancements. • Recognised for consistently demonstrating a positive attitude and enthusiasm to learn, resulting in a divisional award, having only been in post for two weeks and a further award six weeks later.