I am responsible for the delivery and stability of a portfoilio of digital products. I am accountable for providing high performing teams that can deliver high quality & robust solutions against product & technical roadmaps. I support Delivery Managers, Product Managers and Delivery Teams in Agile thinking, removing distractions and organisational noise, and providing support/guidance for ongoing delivery. I bring teams together to encourage reuse, understand common problems and common solutions, create consistent user experiences, and look to standardise technology & tooling. I have created frameworks and guardrails for Delivery Managers, for example to run successful Discovery phases, and have introduced DevOps tooling, practices and culture.I forecast and track against annual department budgets for the development and support of digital products. I provide metrics for senior executives to show transparency in progress of delivery, the usage of these products, and the value that they provide.

In this role I served multiple delivery teams by enabling structures, handling risks and issues, and coaching agile practices & behaviours. I was accountable I for maintaining a continuous flow of delivery that met the defined quality criteria, and set and tracked plans against Product Roadmaps. I managed the delivery of products from inception (i.e. Service Design) to the realisation of an initial MVP that can be used in the real world, ongoing incremental delivery, and support & stabilisation. For each product, I worked with a Product Manager to ensure value is impactful but also continuous, a Technical Lead to balance delivering value now and also in the future, engineering squads to ensure flow and maintain quality, and all stakeholders to continuously improve ways of working.During this time I contributed to a Product Guild and coached new Product Owners.

I joined the company during a period of intense growth and expansion. I was responsible for the ongoing development and support of the SaaS product, working closely with the Product Managers, Engineering and Operations. During this role I implemented significant organisational changes; including transitioning from Waterfall to Agile (predominantly Scrum), applying a framework for running projects & programmes (DSDM), and releasing to customers every two weeks rather than every 6 months. I was responsible for growing the team based on increasing demands and a growing customer base. This included defining team shape, processes, culture, and leading recruitment.

Responsible for the overall running of the production team (project administration, developers, designers, external resource) and leader of all major digital projects: websites, app development, online marketing. Clients included Federation Internationale de l'Automobile (FIA), Britvic, Indesit, Hotpoint, RS Components, IMI and Marley Eternit.

The role included producing project documentation (requirements, technical specification, project plan etc), tracking progress against plans, matrix managing developers, facilitating workshops, monitoring expenditure against project budget, and risk management. I provided written and verbal updates to internal and external project stakeholders.Clients included Federation Internationale de l'Automobile (FIA), Britvic, Indesit, Hotpoint, RS Components, IMI and Marley Eternit.

Blend of business analysis, technical expertise, architectural design and programming. Client facing.