Peter Dance Email & Phone Number

• Responsible for managing PMO services across the Currys Omni Channel Portfolio. Supported the Head of Omnichannel Transformation and Head of Product by driving governance, communications and management of the.
• Owned the overall governance framework to support the successful control and delivery over the online roadmap.
• Responsible for managing the omnichannel new ideas process from triage, to understanding the demand and supporting the prioritisation through the bespoke internal process.
• Engaged with the wider business to support new ideas requiring online support through the wider Currys portfolio function.
• Produced and maintained core reporting requirements across the omnichannel portfolio for all key meetings and stakeholders.
• Aligned with the Central Portfolio Office to understand any changes in delivery or financial constraints and/or strategic priorities which may impact the online portfolio.

• Insurance PMO Lead within the AA. Responsible to make sure that all the correct governance practices and procedures were followed, and acting as a point of contact for questions and queries regarding the Portfolio. Key.
• Responsible for the governance standards across the Portfolio, including tracking, monitoring and challenging the status of programme deliverables.
• Performing Quality Assurance and Knowledge Management.
• Supporting the Head of Insurance Portfolio at Key Meetings and Project Review meetings to make sure the information provided and presented was of the highest quality.
• Project managed the Small Change Projects within the Insurance Portfolio from start to implementation.

• Led a team of approximately 35 people to ensure home delivery orders were picked, packed, loaded and delivered to customers during Covid.

Fleet

• The EU Expansion Programme is designing and delivering a pan-European merchant proposition across Gateway, Acquiring and Terminals which is driving a defend and growth strategy. Enabling Barclaycard to follow its.
• Ensuring that the Programme is delivering against the KPI’s that have been agreed and escalate any concerns where necessary.
• Preforming quality assurance on documentation that is produced to ensure that it is to the required standard.
• Management and oversight of the RAIDs and change control. Providing a challenge to the owners to make sure that they are at the correct level / audience to help them get the assistance they require to address the.
• Producing weekly reports and packs for the relevant committees and groups. Amending to suit the level of audience that would be attending.
• Key point of contact for queries and questions that the team may have regarding the Barclaycard process.

• Led the Central TSB Migration Programme PMO within Divestment & Development consisted of 20 plus workstreams. The purpose of the role was to work within the Central PMO team providing PMO services across the programme.
• Management and quality assurance of the production of the weekly Delivery Committee packs including packs sent to TSB for joint meetings.
• Management and oversight of the RAIDs on CMT, ensuring regular updates are captured and they are relevant and suitably articulated.
• Oversight and management of the Programme and Cross Entity Change Control Process to ensure correct governance is followed throughout the Programme.
• Provide a quality assurance management role in line with defined Programme Management Office process.
• Production and maintenance of the Programme Guidance / Handbook with collation of programme processes and principles.

• The Core Payments Service & Regulatory Portfolio consisted of many Programmes / Projects ranging from SWIFT & SEPA, CHAPS, European Payments Scheme Compliance (EPSC), Faster Payments, SHA-256, FSCS-SCV etc.Key.
• Reporting directly into the Head of Change for CPSR.
• Responsible for a team of 8 PMO resources both within the Portfolio and embedded with the Programmes and Projects, to ensure the service provided is robust and provides the support and guidance that is required.
• Coordinating, managing and assuring the many individual areas within the Portfolio from Reporting, Quality Assurance, Analysis and Insight, Compliance, Governance and Stakeholder engagement and management.
• Develop and implement a Programme Office and the relevant processes and controls in an ever changing environment.
• Review, discuss and request updates on all Governance documents that are required within a successful programme and to ensure that the Regulatory and Mandatory dates are met.

• Future Clearing Model Programme purposes to accelerate the cheque clearing process via a digitisation and imagery solution. This Programme is to enable both Inbound and Outbound clearing for cheque payments aligned to.
• Develop and implement a Programme Office and the relevant processes and controls.
• Manage, analyse, maintain and control the relevant information / data.
• Review, discuss and request updates on Risks and Issues, Change Control and other Project specific documentation.
• Held regular meetings with all levels of the Programme to ensure that the governance and Quality Assurance was being done correctly and raise any concerns or address any problems.
• Worked with Group Audit to provide documentation that was requested and create a central repository for the information.

• Projects Lotus and Project Carey were both re-structuring projects. They involved restructuring the bank offshore; by bring roles back onshore and transferring colleagues to a new vendor.Key responsibilities included:
• Conducting data validation.
• Collating large amounts of data from various sources into a consolidated and understandable form.
• Manage, analyse, maintain and control the relevant information / data.
• Point of contact for questions and requests from former colleagues. These varied from completing Employment Checks, issuing Statements of Service, Group Certificates etc.
• Review, discussed and updated Risks and Issues, Project Plans and Project specific documentation.

• The Programme was to develop and implement a Programme Office and the relevant processes for the Avaloq implementation to Canaccord Genuity Wealth Management.Key responsibilities included:
• Develop and implement a Programme Office and create the relevant processes and controls.
• Assisted the Programme Manager in tracking activities and progress of a number of work streams.
• Produce quality monthly Steering Group Packs.
• Liaise with the Suppliers - Avaloq, Orbium and GMC.
• Manage and co-ordinate office moves of Programme Team and Avaloq Team.

• Rubics was a project to re-structure and re-organise the Advisor and Advisor Support Staff within Wealth, Asset Finance & International to be more streamlined.Key responsibilities included:
• Manage, analyse, maintain and control the relevant information / data.
• Data version control.
• Conduct data validation.
• Data requests / collection and update as necessary.
• Document management – selection and preferencing process.

• The Retail Distribution Review (RDR) was a key part of the FSA consumer protection strategy. To establish a resilient, effective and attractive retail investment market that consumers can have confidence in and.
• Produce quality weekly Steering Group and Programme Working Group Packs.
• Programme plan and milestone management, creating an 8 Week Look Ahead of Key Milestones.
• Provide training, advice and guidance on Project Management, Governance Processes and Systems to project resources.
• Maintain RAID Logs and Governance processes.
• Risk and Issue Management.

• The Pathfinder Programme was a Group Wide Programme. Within UK Wealth it incorporated various smaller projects, one was to design and implement a new operating model within different Adviser Channels.Key.
• Review and challenge risks and issues with the Programme and Project Managers to ensure they are correctly reported and updated.
• Produce fortnightly Pathfinder Steering Packs.
• Created monthly status update for UK Wealth Change Steering.
• Update MS Project Plans. Create 8 Week Look Ahead of MS Project Plans and create a Plan on a Page.
• Manage work package and programme status reporting.

• The UK Wealth Point of Sale Programme was a £20m Integration initiative for the delivery of a strategic system to re-automate the post-harmonisation Wealth Management advice process.PMOKey responsibilities included:
• Risks and Issues.
• Fortnightly Steering Packs.
• Monthly update created and issued to UK Wealth PMO.
• Programme Plans, create 8 Week Look Ahead of MS Project Plans and create a Plan on a Page.
• Update and issue fortnightly Programme / Project Status Report.

• The Programme incorporated all of the Wealth & Regulatory projects within the UK Wealth Change Portfolio.Key responsibilities included:
• Ensure Programmes / Projects adhere to PMO Processes and Management guides in CMT.
• Wealth & Regulatory TCF (Treating Customers Fairly) Representative in the monthly TCF meetings.
• Review Risks and Issues and discuss and challenge them with the Project Managers.
• Provided CMT induction and support in the production of Status Reports and Management of RAIDs.
• Manage all of the internal software and hardware requests and ordering for the Portfolio.

• The Project entailed closing one of the Advice Channels and reduced the number of Advisers within the channel. These Advisers where then trained up and moved into either the Commercial Channel or the Personal.
• First Point of Contact for Advisers with issues / problems with new laptops / tablet computers.
• Log calls and address as many of the problems before referring them to the IT Helpdesk.
• Problem solving issues directly and contacted Advisers with fixes in a timely manner.
• Liaise directly to the IT Helpdesk and within the Project team to escalate calls and queries.

• The Project was to transfer an existing client portfolio and two closed Back Book Portfolios to Rathbone Brothers plc.Key responsibilities included:
• Maintaining and controlling the NDA (Non-Disclosure Agreement) List.
• Reporting and reviewing the Risks, Assumptions, Issues and Dependencies (RAID) log with the Project managers, ensuring deadlines are not missed and comments are kept up to date on CMT (Change Management Toolkit).
• Producing Fortnightly Steering Group Meeting Packs for the Project Managers to present to the Stakeholders.
• Creating monthly updates to feed into the overall Change Team reporting pack. Also ad-hoc Reporting on an as and when basis.
• Collating and paying invoices / financials via either creating Purchase Orders or SAP Forms. Also tracking them through Accounts Payable to make sure they were paid on time to external vendors.

• Consumer Credit Directive was a Regulatory project with the aim to improve transparency so that it is easier for individuals to compare credit products and make a well-informed decision about whether or not the credit.
• Provide ad-hoc PMO support to the CCD Project Manager as and when required.
• These included creating / updating Risks and Issues.
• Ad-hoc reporting and monthly Change reporting.

• Project Paulo was an integration programme to bring the HBoS advisers onto the Lloyds Advice Process and changing the products that they were authorised to advise upon moving them to the Lloyds product set.Key.
• Being first point of contact for the Advisers who were having problems / issues with new Agency Codes for Scottish Widows, Legal & General and Zurich products.
• Collated the information of the issues and made sure they were closed off once resolved.
• Liaise with other teams within LBG to ensure the problems got resolved.
• Report back to the Project Manager any trends in the errors that the Advisers experienced.

• This project was to ensure that the Organisational Structures within UK Private Banking were correct and that the job titles and roles were consistent across the Division after the merger of Lloyds TSB and HBoS.Key.
• Update the Structure Charts with the latest information on Colleagues.
• Liaise with Colleagues on all levels from Directors and Senior Managers to new starters.
• Ensure that version control was used on all of the Structure Charts.
• Handle ad-hoc requests for information and liaise with other departments.

• The Sales & Service Automation Programme was to create a Point of Sale tool for Advisers to use to recommend Protection, Investment and Retirement Planning products to clients. PMOKey responsibilities included:
• Steering Pack creation and ad-hoc reporting for Stakeholders.
• RAID review and monitoring.
• Review and collate the Microsoft Project Plans.
• Maintain and update SharePoint site and version control.
• Track financials.

Whilst at Lloyds TSB I was tasked with various responsibilities within the Programme Office.These included maintaining the central project library and collating and producing the fortnightly and monthly reports for Senior Management and Executives.I was responsible for accurately checking and confirming that all projects within the Wealth Management.

I was in charge of booking in and out all computer equipment and accessories and making sure that the database was up to date and correct. My role involved sending any broken or damaged equipment away for repair and supplying the customers with replacements whilst there equipment was being repaired, all too tight SLA’s. As well as ordering in stock and.

Spent time travelling and living in Poland.

Whilst employed with ESP my role was to provide 2nd and 3rd Line and Desktop Support to clients based in the UK’s busiest airport, Heathrow. I was also tasked to project manage several projects which were delivered successfully.

I worked in the Project Integration Department within British Airways at Heathrow Airport for one year as part of my Degree.Within the Project Integration Department I was one of the points of contact, dealing with allocating time and resources to all of the IT projects, and also dealing with any timesheet problems.