Oliver Cook Email and Phone Number

I am responsible for leading and implementing a combined delivery methodology for TPXimpact, bringing together the work from legacy businesses and expanding on it. I have done this through the establishment of an active Delivery Community of Practice, democratising it to ensure our playbook, quality metrics, and client satisfaction are owned by all. This also includes advocating for delivery management across other disciplines so that our value is well understood and appreciated.I oversee and manage key strategic accounts for TPXimpact. I ensure teams are properly utilised and that we’re building lasting partnerships with our clients to deliver genuine value for them. I have worked closely with Hackney Borough Council to build teams across 5 work streams, introduce product management approaches to their work and extend the project by £600,000 from its original budget.I work closely with our client services team directly on bids, building teams for our client projects and helping to define the bid and statement of work process to ensure the quality and sustainability of our delivery. This also includes working closely with resourcing colleagues to set requirements for associates and contractors for project roles, as well onboarding them and supporting them in their roles.As a delivery thought leader, I work with our marketing team to celebrate our work, share the lessons we have learnt when things have not gone well and to help them create case studies from our client work.I work closely with the 18 delivery managers and business analysts in the team to provide coaching and mentoring, helping them to solve their own issues, develop their skill set, and encouraging them to be open about failures as well as successes. This has helped to build a strong servant leadership culture where people feel genuinely supported and can focus on what is important – building healthy happy teams!

I was responsible for leading the delivery team in Foundry4 and for ensuring our projects were delivered to a high standard and on time.I worked with the senior leadership team and other delivery managers to develop our delivery methodology based on agile and lean principles, and best practice delivery models. I worked with our clients to continuously improve the methodology to ensure our delivery approach met their needs by running retrospectives and customer satisfaction surveys.I provided coaching, mentoring and line management to a cross functional software development team operating in a distributed remote first environment. As part of this function, I created a performance and progression framework for delivery managers collaboratively with the team to enable them to develop and achieve their goals.

Human+ was a startup focused on automation, where I initially held several roles in a small team that covered business analysis, user research, delivery and product management, strategic consultancy, and eventually the head of delivery role.I acquired ROM Architect certification as well as development training across major RPA platforms. This enabled me to work closely with clients and developers to ensure we were delivering value and meeting identified needs.I led the development of our software delivery methodology that was based on industry best practice and implemented Agile development practices to set the conditions for continuous delivery. In two years, I worked across 12 clients delivering 28 automation projects, providing a return on investment of £1.1 million for those clients using our defined delivery methodology.

I led the delivery of AI and automation solutions aimed at improving engagement with citizens by providing them with an improved customer service experience with City Hall. I also improved the business processes of the organisation by introducing agile and user-centred design methods.While primarily a business analyst in the team, I took on other digital roles as needed such as product owner/manager and delivery manager, as well as undertaking user research and data analysis.

Cantor & Ball is a completely agile environment using Lean, Scrum and Kanban techniques, where I received in-house training in all three. As a digital business analyst, my primary duties were to undertake user research, write user stories and acceptance criteria, and to help prioritise backlogs.While with Cantor & Ball I undertook digital discovery work for a high-profile accountancy firm. I initiated user interviews and surveys to inform the development of a service offering that I presented to the client, which they took on as an additional service for their business.

FutureGov has been changing public sector organisations through digital transformation since 2008. They use design, technology and organisation development approaches to create public services fit for the 21st century.

I was the primary source of advice for the Shadow Minister and trusted member of the Shadow Cabinet team for Exiting the European Union. I managed a team creating a new website for the Shadow Minister. This involved working as part of a multidisciplinary, agile team, focusing on design and functionality, and putting user needs at the heart of what we do. This ensured constituents have a clear and simple online experience.I ran a complex array of stakeholder relationships, working as a pivot point between shadow ministers / senior leaders and product teams. I was a champion for user needs and was a single source of knowledge on products and policies. I also developed the roadmap for electoral commitments and parliamentary goals for the Shadow Minister’s parliamentary term. I successfully developed strategic partnerships with think tanks and environment non-government-organisations to create an All-Party Parliamentary Group for Air Pollution and to help support the Shadow Ministers work on the Steering Committee for Energy and Climate Change.

This was a senior role within the Australian Government, which required me to manage a diverse, multi-disciplinary team of people working on major national services.Based on my previous experience at DesignGov, I implemented an ongoing reform around the way policy is developed, moving away from a rigid, hierarchical framework, towards a more agile approach. This hinged on iterative feedback to constantly change the shape of policy, based on user needs, research and input.

I was seconded to DesignGov (similar to UK Design Council) where I gained hands on experience with design thinking and agile methodologies.I also learned about the Alpha, Beta, Live phases and gained experience of digital delivery, supported by service redesign. This allowed me to develop my thinking around how it is possible to shape policy to improve the digital experience for citizens.

• Worked in the Prime Minister’s Strategy Unit, modelled on the UK’s Cabinet Office Strategy Unit.• Managed and delivered national projects using strategic communication tools and infographics to interface with both government and industry stakeholders.• Worked on the transformation of the funding relationship between the Australian federal and state governments. Specifically by undertaking a change management process at the national level and co designing consistent implementation processes with state governments.• Developed a strong project management capability, including applying sophisticated methodological approaches to the development, evaluation and implementation of public policy.

• Worked as a Project Manager to implement reforms for the State Government’s Seamless National Economy programme, working closely with other Government agencies. Aimed at harmonising legislation and regulation across a broad range of sectors throughout all Australian jurisdictions.• Established a cross-departmental steering group, negotiated with other government agencies on the allocation of reform funding from the National Government. Chaired policy meetings to agree State positions and outcomes for those arrangements. • Identified significant risks in delivery of the programme with regard to preparing legislation within project timeframes. Drafted successful proposals to gain AUS$5 million State Parliamentary Council funding for extra staff to mitigate key risks to meeting the agreed timeframe. • Representative for Western Australia on the inter-governmental Council of Australian Governments task-force, which was responsible for implementing the national regulatory reform agenda.• Managed a small team, and provided reports to senior Treasury officials.

• Adviser in the State First Minister’s Office; developed policy proposals for state budgets and elections, and formulated parliamentary questions.• Highlighted status of election commitments for Chief of Staff; researched policy for state-wide economy diversification plans.• Representative for Western Australia on the inter-governmental Council of Australian Governments task-force aimed at developing national regulatory reform.