Peter Baldwin Email & Phone Number

London, England, United Kingdom

Programme delivery: Adept at large scale, fast-paced, agile programme delivery. Highly experienced in managing risks and dependency management strategies to mitigate and overcome programme impedimentsStakeholder and communication planning: Excellent stakeholder management skills at strategic, operational, and tactical levels. Capabilities in programme communications planning and delivery Comprehensive change and transformation background: A track record in helping senior leaders and their teams build out their product roadmap to link programme delivery into strategy execution and outcomes. Agile at Scale knowhow: Knowledge and experience in enabling organisations to scale agile transformation initiatives. Experienced in driving collaboration and integration across teams to deliver alignment and transparency

London, England, United Kingdom

As a Senior Agilist, guide and coach the modern development team by taking an active role in planning, facilitation, and measures to help the team achieve its committed outcomes. Drawing upon solid, practical experience across multiple Scrum/Agile techniques and approaches to guide, support and improve product teams. Responsible for educating and coaching multi-disciplinary teams on Agile values and principles, providing them with a framework and tools for implementing the process. Accountable for developing and delivering training sessions that leads toward the organization-wide adoption of Agile methodologies.Actively coach and support senior leadership teams to understand and adopt the Agile culture required to underpin transformation programmes. Lead by example in demonstrating Agile leadership and behaviours to enable change. Put in place Metrics to support leadership teams to measure the health of Agile and Scrum Cultures in their programmes. Provide practical entry points for Senior leadership to become hands-on Agile leaders for their people.

Introduced and led multiple Agile teams (e.g. using Scrum of Scrums). Actively coach Senior leadership and Product Owners to adopt Agile ways of working and build in accountabilities for managing a product end-to-end; developing value propositions through growth, maturity and decline. Guide Senior leaders within the organisation and shift the organistion from Project to Product, developing and maturing a Product Management capability. Influence and coach project teams on the contrasting delivery models from waterfall, to iterative, to continuous delivery within high profile engagementsDevelop teams and best practice for the Community of Practice to follow. Apply Portfolio management for running multiple and complex digital and technology projects using Agile methodologies. Embedding and adoption of business change techniques resulting in sustainable changes to behaviours.

London, United Kingdom

Manage and develop the programme’s approach to implementing Scrum across all use cases and implementation streams in the programme. Coach senior colleagues and peers on adherence to the method, create and share tools and techniques to add and support implementation Design and deliver a programme events to enable the Future Value Chain Community to grow and learn from each other. Put in place the BI-annual Future Value Chain days and ‘Show and Tell’ events for each use case. Provide a forum for the wider organisation to learn more about the digital transformation underway in Tata Steel Europe. Ensure alignment with the wider architectural community with Tata Steel Europe to ensure that problematic legacy IT systems are integrated against plan to provide a seamless customer experience and to stay within scope to scale-up and incorporate within selected suppliers SAP. Leadership and stakeholder management. Build and maintain a network of senior commercial colleagues to attend, participate and contribute in realising the Tata Steel vision for the Future Value Chain Programme ensure that detractors are aligned and evangelists are pushed to the front in the deployment and adoption to business as usual.

Management of third-party vendors in delivery against the business requirements and vision. Working with Cap Gemini and Tata Consultancy Services, support them by ensuring business critical users are consulted and involved during development and testing. Prioritisation of user stories and management of budget and timelines. Launch of the first prime sales channel for Tata Steel Europe built on the SAP Hybris Platform. Brought through the initial wave of customers onto the platform and worked with account teams to manage the migration of customers from offline transaction onto a digital platform. Created and implemented the first governance processes for managing enhancements and bug fixes across the SAP Hybris platform. Assembled and ran the monthly change board meeting. Ensuring enhancements and fixes met a credible business case and adherence to budget and resource constraints.

Coordinated, scheduled and monitored progress of deployment. Collated data and feedback on the current state of benefits realisation from key business units and departments to formulate broad and deep understanding of the business performance. Liaised, negotiated and influenced senior management to drive performance to realise benefits within their business area. Built and sustained formal and informal networks throughout the organisation to leverage project outcomes. Anticipated and Identified risks and issues and oversaw the tracking of project performance slippage and variance from plan against the deployment timeline. Produced highlight reports for Programme PMO and put in place recovery plans to mitigate slippage and ensure successful delivery or identified benefits.

Working within the highways division of the organisation I was responsible for communicating on behalf of the Highways Agency with their customers. This involved working on major road schemes to develop communications strategies and plans to minimise the impact of works on ‘customers’.

My role was to undertake a change programme across the organisation and support the move from manual administration systems through to the implementation of a digital strategy to modernise the running of the organisation.This included upgrading and overhauling the membership system that was run by the organisation. To put in place contemporary Customer Relationship Management (CRM) database, processes and systems. Building and deploying a networked office environment. Training and coaching employees on the use of the Microsoft Office suite as well as integration of finance and graphic design platforms.

Ma, Corporate Communication

Research Project: An exploration of the attitudes among ‘level one’ consumers towards corporate sponsors involved in promotion at the UEFA.

Ba, Communication And Audio Visual Production