Paul Kenealy Email & Phone Number

London

I am changing roles from January 2021 and going back into management as a Functional Skills Manager to help Apprentices achieve the current standard for Maths & English. Having helped run the London Training Centre for the past seven months I am going back into a leadership role which is what I know and thrive in from my past experinces. Previously I was the curriculum lead for Business Analyst and Project Management that involved course design and liaison with the exam body. I used my extensive Industry experience and past leadership skills as a senior manager to pass on my knowledge and skills to develop and mentor the Apprentices.I coached, mentored and trained Apprentices in Business Analysis and Project Management. This involved lesson planning, scheduling of the courses and delivery of classroom training and for the Apprentices . I provided expertise to support Apprentices to undertake their end point assessments.

London, United Kingdom

Project Managing the delivery of large complex IT project for a company in Liverpool.This involved using both Waterfall and Agile Project Management methodologies. I also delivered other projects for Identity management which involved change management and process re-engineering in particular. I developed new processes and procedures to implement a new way of managing new starts and leavers in the organisation.

St Albans, United Kingdom

To deliver technical solutions by developing bespoke customer designs to overcome their business issues. Providing consultancy on process re-engineering and ways to improve the effectiveneess of the business.

Uk National

To deliver customer solutions from inception right through to completion on their key business objectives by establishing the governance and plans to ensure a successful outcome. Programme manage several customer programmes and to mentor project managers to deliver complex projects. To be the lead on customer engagement and contact via Openreach Product Line with the Office of Telecom Adjudicators (OTA), to instigate and facilitate any necessary change or improvement initiatives.Provide thought leadership and developed over 40 initiatives for process re-engineering within the customer programmes that resulted in £8.4m of signed off business benefits.Improved supplier operational performance from 79% to 98% using key stakeholder engagement and collaboration.Implemented a major transformational change including a new organisational design, changes to people's roles and job families in the Value Added Customer Service team through senior stakeholder management.Established a Project Management Office for establishing the standards for Project Mangement used within Value Added Customer Service teams.

Uk National

Managed a team of Project Managers to provide capacity and create and implement improvement initiatives on the main copper provision processes used for Communication Providers for Local Loop Unbundling. Developed and delivered a project to release blocked revenue of £5m and ensure cost avoidance of £2m on sites with infrastructure issues. This led to captaining a team that gained a podium place for a BT wide yearly competition. This was publicised in BT wide correspondence as and at CEO level, a proud moment for myself and my team.Led team to podium finish at Grand Final of My Customer Challenge Cup (BT Group Competition) held in Berlin. Recognised by CEO as significant achievement.Reduced the Mean Time to provide of the main provide process from 144 days to 87 days.Developed new provision processes to reduce the amount of customer orders with capacity issues on Main Distribution frame from 500 to 0

Uk National

Key Responsibilities are ensuring operational readiness to accept into Openreach Service new Ethernet products being introduced by Openreach Product Line. This involves establishing key stakeholders within Openreach Service Senior management team and across Lines of business to ensure impacts are known and issues resolved prior to product launch. The role also included delivery of changes for system releases for Communication Providers.Successful launch of Ethernet Access Direct (Openreach’s flag ship product) to drive new revenues of £50mProject managed several key product launches into life which resulted in new process no issues post launch and drove new sales of £10MKey stakeholder management to ensure risks are mitigated to ensure contractual delivery dates met for customers.

Uk National

Key responsibilities were to lead and provide thought leadership on change to improve LLU process and develop and coach other Project Mangers in their roles. This included leading on a high profile project for Openreach on “no space” in exchanges that accommodate LLU which was raised by OFCOM to BT. This resulted in developing a proposal for significant change to an established process, engaging suppliers to improve the quality of responses and to ensure that reporting on outcome of review to OFCOM. Engagement at director level in Openreach, BT Operate and BT Group was essential to establish change agenda and drive and coach project manager to utilise project management techniques to drive project towards goal.Coached and improved performance of managers within existing and wider team in project management and new initiatives on improving practice and procedures.

Bedford

Seconded to deliver a key task to implement a new Project Reporting Tool into the Business Improvement communities of over 300 people. This was key to the strategic aims of the Central Programme Office and Business Improvement to enable robust resource management and cost controls. To gain compliance extensive engagement was required with all parts of Business Improvement which including senior management. The result was that it was implemented Project Reporting tool with 97% compliance.

Uk National

Key responsibilities were to lead a small team of managers to identify areas for improvement and share best practice. This includes thorough analysis to identify where business benefits savings can be made using six sigma techniques, implementing the change and project managing through to project closure. Conducting method studies on working practices and processes to re-engineer and establish best practice. I implemented change projects using Goal Driven Project Management (GDPM) and Accelerated Implementation Methods (AIM) principles. Identified and delivered change initiatives that resulted in confirmed savings by Finance of £12.5 million. Achieved the first stage sign off in the new In Life Change Process for Network Build resulting in being role model for best practice in project managing business improvement projects.Took over responsibility of chairing the national poling forum leading to promotion of behavioural change in Operations.Developed the process for benefits management for the team.

Ilford, United Kingdom

Conducted extensive negotiations with customers, including developers and consultants, to minimise disruption to BT line plant. Project managing the execution of any required diversionary works to BT line plant. Leading and directing civil contractors and direct labour workforce to achieve customer requirements with minimum disruption and ensure full cost recovery for BT. Represented the Repayments organisation in the lead role for project managing the Microconnect Distributed Antenna (MDA) Project. Responsible for issuing a court injunction against a developer, who had constantly damaged BT apparatus in a new shopping centre. This lead to meetings with BT solicitors and barristers, attending the High Court in London. I received reward and recognition from the Head of Repayments for the efforts that I put into this matter. I successfully negotiated with a consultant concerning a dispute over costs, which appeared a lost cause at the time and managed to recover costs for BT to the value of £60,000.