o Freelance PMO, Programme, Project and Risk Management consulting.

o Set up and ran the Programme Management Officeo Leadership of Integrated Operational Planning across multiple delivery partner teams: kept the project on schedule.o Led risk and issue management, ensuring problems resolved in a timely manner.o Responsible for production of Steering Group Reportso Planned and delivered readiness activities, providing assurance that the team was operationally ready and highlighting remaining actions.

o Advised on design and implementation of Programme Management processeso Leadership of Integrated Operational Planning across the Glasgow Teamo Developed and Managed the Programme Management processes and systems (WeTrack)o Risk Management and development of the Programme Readiness Statement for Senior Stakeholders

o Programme value £50M,o Designed, established and led the PMOo Specified, procured and implemented the Project Management Toolset providing functionality for planning, risks & issues management and reportingo Established the Programme Roadmap and detailed project planso Led key operational and project planning activity across the programmeo Defined and implemented the risk and issue management processeso Provide regular risk reports and in-person updates to the Board and ARCo Facilitated Board annual review of risk management process effectiveness

o Rewrote and implemented VMs ‘Change Policy’ defining the minimum control standards applicable to 35 programmes, encompassing 150 projects.o Re-wrote and implemented the Change Governance Model.o Defined and implemented an entirely new Continuous Improvement approach to Portfolio, Programme and Project (P3) management.o Challenged the status quo and provided positive disruption to mobilise the Continuous Improvement activity.o Currently leading a re-write of all VM’s programme and project management procedures.o Engaged and successfully managed a broad and complex range of stakeholders to ensure successful implementation of improvements.

o Provided advice on programme and risk management arrangements for the merger of CYBG (parent company of Clydesdale Bank) and Virgin Money.o Delivered a detailed project healthcheck and readiness assessment for the market launch of the first re-branded Virgin Money current account product.o Performed a detailed review of programme governance arrangements and reported findings to senior management.

o Established the Master Schedule of key milestones and activitieso Supported development of a new delivery model for the evento Implemented formal monthly status reportingo Worked closely with delivery partners on integrated programme management approacho Developed risk management strategy

o Advise on all aspects of Programme Managemento Established the Programme Roadmap and detailed scheduleo Led the configuration and implementation of the Risk, Issues and Actions management tool (Covalent/Pentana)o Facilitated weekly progress, risk and issue reviews with the Executive Management Teamo Led the Integrated Operational Planning processo Ran the Operational Readiness Review process in the lead up to the evento Ran weekly issue resolution sessionso Deputy Games Services Manager in the Main Operations Centre during the event

o Full lifecycle responsibility for implementing AX in Marine Technical Services Division of V.Group. MTS’ turnover is $80M: user base of circa 150 across 10 countries.o Developed a single, consistent business process, standardising across 11 Business Units.o Set up all project management processes, PMO, governance, reporting and tools. Extensive use of Jira and Confluence for controls and reporting.o Managed the implementation partner, KPMG Crimsonwing.o Managed an internal team of 10. Defined and led the process of workstream planning and overall control and coordination of the project.o Ran the Steering Group, communication management of Senior Stakeholders and responsible for Governance including extensive risk management.

o Performed a detailed review of a £50M Agile project which was developing a new Digital Current Account proposition. Provided Senior Management with findings and recommendations on project management, controls and governance. Reviewed preparations for go-live and provided feedback on the process.o Assessed go-live readiness for debit card upgrade and mortgage sales tool projects.o Audited the Company-wide Solution Design and Testing processes. o Interviewed Directors and Senior Managers as part of a review of the Bank's Strategic Planning process. Developed and shared recommendations.o Provided advice on the design of the Bank's Portfolio and Programme Management processes, including Benefits Management.

o Designed, implemented and operated the Integrated Operational Plan – the Organising Committee’s (OC's) main mechanism for managing dependencies across the organisation.o Ran a fortnightly communication and coordination session for operational planning. Prepared presentation packs for Directors and coordinated materials from across the organisation. The session was regularly was attended by >100 Operational Managers and Directors and provided the main communications channel for sharing common tasks across the OC.o Defined and facilitated four cross Partnership Ceremonies readiness events. These were large scale events that involved detailed simulations of complex operations on Ceremonies nights, and were attended by >50 people from multiple agencies.o Defined and led the final process of operational readiness reviews in the weeks leading up to the Games. With the COO, scrutinised the plans and preparations of individual functional and venue teams. o Designed and ran cross functional workshops to test end to end processes.o Project Managed the Dissolution Phase

o Established the original Programme Plan and Board reporting pack.o Defined the Programme Management Office operating model. o Specified and procured the corporate Programme Management system (Microsoft EPM). o Recruited PMO team members and key Project Managers.o Defined Programme Management Policies, Procedures and Monthly Reportso Managed a ‘virtual’ team of 10 distributed PMO resourceso Established the principles and management processes for Core Planning Data (for example, expected ticket sales). Managed to controls and distribution for this information, including the Sharepoint site where it was published.o Led the end to end process of Customer service level planning, which ensured that we had a complete, integrated and affordable set of service level plans.o Presented plans to the Board and the Commonwealth Games Federation.

Broad experience as a Programme Consultant. Small sample of key assignments below:PROJECT MANAGEMENTBritish Energy: IFRS Implementationo Project managed the implementation of International Financial Reporting Standards for this FTSE 100 organisation. o Designed and implemented formal Governance and reporting processes.o Project delivered on time and budget and received very high quality feedback from the Finance Director.EY Strategy Implementationo Led the team to scope and plan the project to implement EY’s consultancy business strategy.o Managed a challenging group of stakeholders (the Senior Partner group). Formed and managed an effective steering group.Abbey/Scottish Provident – Funds Shortfall Remediationo Produced the project plan which included activities such as equipping the contact centre with information and scripts, and writing to >1M customerso Led problem solving teams and worked with internal stakeholders to define and implement solutions.o Documented issues, maintained the plan and updated status reports.PMO MANAGEMENTRoyal Bank of Scotland - Finance Transformation (FiRST) PMO Managero Worked with the Programme Director to refocus the Programme and PMO.o Developed reporting processes and wrote programme procedures. o Co-designed the Communications Plan.William Hill plc - Major System Implementation PMO Managero The project involved a very rapid, high value web front-end and supporting back office system replacement for the Internet Gaming division. This was a highly complex project with >50 suppliers involved in the cutover.o Set up the project governance, control and reporting environment, and established a supporting PMO team of five.o Produced the weekly status report and presented at management meetings to senior stakeholders including the Finance Director and CEO. o Designed and managed the business acceptance process, which provided assurance that the business was ready to go live.

o Accountable to the FD and Steering Committee.; on a major Life Assurance business process re-engineering and outsourcing initiative at NAL, the Life Assurance subsidiary of NAB.o Developed the detailed business requirements and business case. Mapped business processes and identified opportunities for performance improvement.o Managed a diverse group of internal stakeholders and worked closely with the selected Partner (Legal and General) to define the transition arrangements.

o Project Managed the development and introduction of a single, standard European-wide Customer Relationship Management (CRM) process and software package. The project encompassed eight countries, replaced ten legacy systems, and required installation, training and support for 200 users. Training and documentation was provided in four languages. o Delivered to specification and within budget.o Formed and managed cross functional teams of business and IT people.o Subsequently led the Sales and Marketing workstream of Aggreko’s ERP programme. Worked closely with the business and the Systems Integrator to map processes and identify and prioritise requirements.

o One of three managers in the newly formed 'European Programme Office'.o Produced monthly reports for key stakeholders and the steering committee, including actual versus project budget comparisons, programme metrics, and risks status.o Managed a team of four analysts.

o Business Process Improvement o Led "Six Sigma" project teams involved in the redesign, mapping and documentation of best practice business planning processes. Planned and facilitated process mapping sessions and led teams through process redesign exercises.o Helped redesign the Product Development process and implemented changes resulting in significantly reduced time to market for new products.

Obtained business requirements, data modelling and database design experience.