• Joined Arriva as a Project Manager / PMO working on a large Programme to implement a new ERP system into the organisation.• Setup up and ran PMO functions for the ERP Programme, building best of breed SharePoint tools to ensure all functions of the PMO and governance are effective and efficient (automated with SharePoint workflows).• Responsible for the RfP planning and approach phase, setting the organisation up for successful execution of the RfP to find a new ERP system integrator (SI).• Successfully delivered the RfP to the market in order to select the most suitable SI to deliver the new ERP solution. All PMO services embedded and handed over to BAU team.

• Joined BT as a Project Manager / PMO working on a large Programme to standardise Global Finance processes within a Finance transformation team, and transition these activities to lower cost regions.• AS-IS processes were manual and inefficient, meaning transitioning would have been extremely hard. Strategy was put in place to map, simplify and automate (where possible) these processes, improving efficiency and ensuring the transition process was as easy as possible, leading to shorter delivery.• The transition processes were initially the focus, building and implementing a tool to tie these transformational processes together. This tool was built in SharePoint with automated workflows.• The focus then moved to the wider PMO activities. A similar approach was implemented, creating an automated RAID solution in SharePoint with workflow functionality, leading to the implementation of user friendly tools, less manual input and more focus on value add activities. • The biggest challenge was managing the change impact on the current Finance Business As Usual (BAU) team, who were familiar with the old ways of working and building confidence in the new solutions.

• Joined MundiPharma as a Project Manager working on a large ERP Transformation Programme to implement a new Tagetik finance system and to setup and transition the application into a BAU environment. • Responsible for transforming the PMO programme team, owning all programme planning, bringing experience and knowledge to streamline their PMO processes and create structure.• Created, established and ran a Data Migration team for the ERP finance programme, running a team of accountants and data experts. The team were not set up for success and had a number of very challenging deadlines fast approaching. My role was to transform the team, be delivery and results focussed and to ensure data was delivered on time and to the required level of quality. • Successfully delivered all data migration deliverables by breaking down the large workload into streams of work, each planned in detail, resourced and reported on. These individual streams of work fed into an overall tracker, which gave a view across all data migration activity ensuring the work stayed on plan, focussed the team and provided transparency to all stakeholders.• Responsible for all financial period, quarter and year end closes. Successfully transformed finance actuals close periods and close processes by developing a focussed close team, implementing a detailed close tracker, implementing best practice processes and putting clear structure around the process. This led to 10 working day closes each period and an engaged team.• Owned the Service Management Team, putting in best practice ITIL techniques to drive down incident tickets and streamline the Incident, Problem and Change processes and transition to BAU.

Well-deserved break following a demanding 22 month contract, with some pro bono work included

• Setup and ran a structured PMO for an underperforming ERP Programme• Developed structured governance process, templates, standardised ways of working and real time reporting dashboards• Rolled out PMO structure, educated the programme and the organisation in the importance of a structured PMO process, to drive the programme forward to successful delivery. • Developed and delivered a SharePoint solution for Programme collaboration to act as one source of the truth for programme documentation• Monitored and reported the success of the PMO to senior management. • Ran budget management tracking to track every aspect of the programme against defined KPI’s• PMO embedded and handed over to internal PMO team to run as Business As Usual (BAU)

• Setup an Agile Change and Release Management structure across a number of systems (HR, Finance and Operations) and embedded this WoW into the organisational culture • Implemented an Agile approach to Change and Release Management, breaking down a large Programme into projects, workstreams and changes• Line Management of all test resources and full overhaul of the Test Management process• Implemented MI reporting to allow senior management to clearly track the progress of the Programme• Implementation of Vendor Management processes to ensure effective working with our Vendors, ensuring quality and reliability of their delivery• Creation of CAB (Change Approval Board) to drive changes through the change & release windows. • Stakeholder Management – Bridged the gap between the business and IT, produced a communications strategy and hosted a bi-weekly status update call• Embedded successfully and handed over to internally appointed Change Manager to run as BAU• Setup an Agile Change and Release Management structure across a number of systems (HR, Finance and Operations) and embedded this WoW into the organisational culture • Implemented an Agile approach to Change and Release Management, breaking down a large Programme into projects, workstreams and changes, which were tracked and delivered within agreed timescales• Line Management of all test resources and full overhaul of the Test Management process to deliver successful SIT’s and BIT’s, improving the success of each Go Live. • Implemented MI reporting to allow senior management to clearly track the progress of the Programme• Implementation of Vendor Management processes to ensure effective working with our Vendors, ensuring quality and reliability of their delivery• Creation of CAB (Change Approval Board) to drive changes• Stakeholder Management – Bridged the gap between the business and IT• Embedded successfully and handed over to Change Manager to run as BAU

I decided to take a short career break as after 8+ years of extensive overseas travel for business with Mars and General Motors across 20 countries.

Achievements:• Responsible for 5 applications across 18 countries, managing all releases and projects with an annual budget of $3.5m• Reported into the IT Director and was responsible for director level reporting and communications• Programme level reporting and roadmap creation / monitoring across all projects and releases• Focused on succession planning, ensuring all direct reports had clear objectives and a bespoke development plan• Driving high performing release and project teams to deliver complex business changes for all 3 release windows across 5 applications• Reviewing and redesigning release processes to ensure release processes were efficient, being followed across all countries and were clearly communicated• Strong Vendor Management, ensuring defined business process were followed • Provided regular and clear communications to senior stakeholders (director level)• Built excellent relationships with key internal stakeholders to ensure full confidence in the release programmes• Line management responsibilities for a team of BA’s, Test Managers and Release Managers. I focussed on development on my direct reports and this resulted in a very strong and ambitious team

Achievements:• Managed a team of BAs, a Test Manager and Developers (onshore and offshore)• Delivered changes using both Agile and Waterfall methodologies• Focussed on refining change management process, identifying efficiencies and creating a culture of continuous improvement• Line Management responsibilities for my team, focussing on development, objective setting and creating a high performing team

Achievements:• Managed a team of BA’s deploying software to a customer site• Planned multiple rollouts of the global template to business sites globally• Focus was on the business (customer), making sure my team worked closely with the business to ensure the template solution was deployed successfully• Planning the business (customer) user training, ensuring the end users were properly trained and knew exactly what was expected of them to ensure the rollouts were a success.• Line Management responsibilities for my team, focussing on development, objective setting and creating a high performing team

Achievements:• Managed a large development team, including a Technical Architect, Lead Developer and the team of developers (both offshore and onshore)• I created the technical team from scratch, detailing the technical team structure and hiring the individuals within the team• This role involved planning and running multiple projects, both using Agile and Waterfall methodologies to extremely tight deadlines• I successfully led the team to create and embed a global template for an Oracle PLM system. This included projects to build interfacing into global systems, a global reporting solution, middleware, multiple custom system enhancements, out of the box system configurations etc.

Achievements:• Ran a global support team managing a recipe management system• Planned numerous global projects to enhance the global recipe application and to make the support of the application more efficient. Projects included developing and rolling out a support tool, creation of a knowledge base including the rollout of a knowledge management solution, interfacing enhancements, creation of a global functional network team etc.• Line Management responsibilities for my team, focussing on development, objective setting and creating a high performing team

Achievements:• Successfully ran an office relocation project involving moving all of the Head Office staff from Central London to larger less expensive offices in West London, thereby positively effecting business efficiencies and realising significant cost savings.• Had involvement in various small projects to help meet critical deadlines during a period of staff shortages and intense business activity following a takeover of NCP. These projects helped deliver the successful sale of NCP.• Ran a project to deliver the program implementation of a new payroll system into NCP, with responsibility for the data migration aspect of the program.• Ran a significant project to identify and deliver missing revenue from NCP’s car parks. I managed contacts at Loomis and NatWest to identify and recover £250,000 in missing revenue.

Achievements:• Ran a number of initiatives to improve the office environment for BGS, ensuring good relationships were maintained with the managed office outsourcing company• Involvement in a number of small projects including game design improvement and game demo management

Achievements:• 1 year University Placement • I was Involved in a large Project Team working alongside 2 senior Project Managers. I had experience in all aspects of project management and had the opportunity to be involved setting up a service management helpdesk project between IBM and numerous external customers