Paul Beesley's Location
Greater Guildford Area, United Kingdom, United Kingdom
Paul Beesley's Contact Details
Paul Beesley personal email
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About Paul Beesley
Paul is an experienced Technical Project, Portfolio & Delivery Manager with a background in agile software development, agile transformation and business change, within a broad range of industry sectors including financial services, commodities and healthcare. Paul has successfully delivered projects into Front, Middle and Back Office Operations. Managed budgets of up to £16m and mixed project teams of 50+ individuals, working both on-shore and off-shore across multiple time zones. In addition, Paul is highly accomplished in Agile delivery techniques having used these to successfully deliver numerous engagements throughout his career.Paul is also a PRINCE2 and MSP practitioner who has used Waterfall and a variety of Agile and Iterative software development methods (i.e. Scrum, Kanban). He uses a pragmatic approach to deliver against tight timescales and budgets. In addition to his background in technical problem-solving and Portfolio Management, he can also draw on team-building skills developed in numerous Leadership Team positions at various major Global Organisations. Project, Programme Management – Paul has led a variety of Programmes and Projects (£2m – £5.5m) across the entire SDLC, from the initial Programme Brief through to eventual transition into ‘live’ and final benefits realisation. Portfolio, Delivery Management – Paul has many years experience managing portfolios of technical projects. His budget responsibility has ranged from £3m to £16m with associated teams typically being a mixture of client, contractor and 3rd party staff, working both on-shore and off-shore across multiple time zones.Specialties: • Technical Project, Programme & Portfolio Management• Portfolio Leadership• Stakeholder Management• Development Management• Agile Delivery• Budget Management• Risk Management• 3rd Party Vendor ManagementClient/Employers• Energy Trading• Asset Managers• Investment Banks• Merchant Banks• Fund Services Managers• Insurance and Assurance Providers• Custody Banks• Health Services Provider• National Health Service• Fitness ProviderQualifications• PRINCE 2 Practitioner• MSP Practitioner• Scrum Master Certified• ITIL IT Service Management Certified• AWS Certified Cloud Practitioner• Microsoft Certified Azure Fundamentals
Paul Beesley Work Experience Details
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Agile Delivery ManagerCgiGuildford, England, Gb -
Dsic Onboarding Delivery ManagerNhs Apr 2024 - PresentLondon Area, United KingdomPaul was engaged as the DSIC (Digital Services for Integrated Care) Onboarding Delivery Manager for the Digital Primary Care Department of the client's Transformation Directorate. This requires Paul to manage the onboarding of supplier solutions onto the Primary Care Buying Catalogue where GP Practices and Pharmacy's purchase their technology solutions from. This role requires Paul to own and manage the entire E2E Onboarding process and have management oversight of all the activities that will assure each suppliers solution is compliant with a given set of standards and functional requirements dictated by the commercial framework they wish to onboard onto. Additionally Paul is accountable and responsible for the continuous improvement of the Onboarding Model along with the on-going stakeholder management of all the associated actors within this space.During Q2/2024, Paul took on responsibility for automating the existing very manual and labour intensive Onboarding Model onto a new technology platform.Paul was a member of the DSIC Management Team from the start of this engagement. -
Portfolio LeadBjss Nov 2009 - PresentLondon, United KingdomClients:Global Energy Trading Company Global Merchant BankGlobal Retail BankGlobal Financial ServicesGovernmentHealth Services ProviderNational Health ServiceLeading UK supermarket retailerLeading shipping and parcel data management providerPremiere Fitness ProviderEngland's Motorway Network owner and operatorResponsibilities include:Portfolio Leadership : Accountable for the successful delivery of all the engagements being managed across a number of BJSS clients Client Account, Engagement and Commercial Management Line Management Established and own the consultancy's Regulatory Compliance and Lean Product Services PropositionsEstablished a Service Take-on framework to transition legacy applications and infrastructure platforms into the mature ITIL focused BJSS Service Management Operation -
Platform Engagement (Pet) Delivery LeadUkhsa Oct 2022 - Mar 2024London, United KingdomPaul was engaged as the Delivery Lead for the UKHSA Cloud Platform's Platform Engagement Team (PET). This required Paul to manage the Platform Engagement Team and its associated backlog. This team of BA's, AWS and Azure Consultants are the primary point of contact for new and existing workloads, and provide a cloud centre of excellence that advises and assists customers so they can take full advantage of what the cloud has to offer. PET also co-ordinates the delivery of the agreed cloud platform design with the various specialist DevSecOps Teams that make up the UKHSA Cloud Platform Operation.During Q3/2023, Paul took on responsibility for migrating the UKHSA Cloud Platform's existing JIRA Service Management product and supporting technical services, to UKHSA's ServiceNow Product.Paul has been a member of the UKHSA Cloud Platform Management Team from the start of this engagement.
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Agile Delivery Manager/Scrum MasterGlobal Energy Trading Company Aug 2020 - Sep 2022London, England, United KingdomPaul was engaged as the Scrum Master and Agile Delivery Manager for the multi-year 'licence to operate' programme to replace the client's legacy Global Treasury System and business processes with a new FIS Quantum/Sierra cloud hosted solution. He started 5 days before the Execution Phase of the programme was due to commence with a remit to establish a new Agile Delivery model and ways of working, while delivering to a waterfall project planned in MSP. This required Paul to bring together a disparate team and led the agile delivery through to the start of UAT, using all the typical Azure DevOps processes while tracking progress across the differing inherited approaches. This engagement required Paul to take on the account manager role for the principle supplier FIS, which includes being accountable for this area of the programme's budget.
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Agile ConsultantJapanese Multinational Banking And Financial Services Company Feb 2020 - Jul 2020London, England, United KingdomPaul was assigned the Engagement Lead role for this new BJSS client. This initially required Paul to contribute into the development of a new CALMS centric Agile DevOps Maturity Assessment framework along with designing a new supportive delivery approach. Once Paul had secured the commercials for the initial 3 week Assessment Phase, he and another Technical Consultant performed the required maturity assessment. The aim of the assessment was to understand the pain points across the organisation from an Agile DevOps perspective and provide recommendations as to how to resolve. This was successfully completed at the end of March and following some additional pre-sales activity, Paul secured the commercials for the next phase which commenced in early June. During this next four week phase of work, Paul and a small BJSS team worked collaboratively with the client to define a new Target Operating Model for the organisation, agree which product to pilot the model with and derive the plan for the subsequent 'pilot' phase of work. This subsequent Pilot phase would pilot, via the selected product, the new operating model and ways of working to objectively prove the actual value that can be realised by the proposed transformation. It will also derive an informed 'draft' Transformation Road Map (people, process, system) to show how the newly piloted operating model could be rolled out across the entire organisation to fully realise the proposed benefits.
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Agile Delivery ManagerNational Highways Owner And Operator Dec 2019 - Feb 2020London, United KingdomPaul was engaged to establish a new Data Delivery Capability that would initially prove out the evolving Data as a Service (DaaS) MVP Data Architecture and would then form the basis for the initial Operational Team for the productionised DaaS offering. This required Paul to develop a new data delivery framework from initial business engagement, Onthogy & Data Design, through to the eventual exposure of the resultant conformed and curated data for onward use by the client's operational areas and their partners. Whilst developing this new data delivery framework, Paul stood up a new regionally spread Data Team that would work within the new data delivery framework, and via several agreed use cases, prove out the DaaS MVP capability. This was all achieved within a set of aggressive timescales and was instrumental in securing the follow on work to productionise the proven DaaS MVP capability. During this time Paul also took on the Relationship Management for two of the primary business areas which the client's overall programme of change was engaging with.
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Transformation Manager & Chief Scrum MasterGlobal Energy Trading Company Aug 2017 - Sep 2019London, United KingdomPaul was initially engaged as a Scrum Master to establish an experiment within the client's Global Network Services division to prove over a 6 month period that an Agile DevOps methodology could be introduced into this traditionally Waterfall operation. To achieve this he adopted an inclusive, collaborative and supportive leadership style, along with a more R&D than prescriptive approach. This enabled him to bring the selected team successfully along the Agile Journey such that the experiment's objectives were met within the first 3 months. The remaining 3 months were then spent continuing to take the team along the Agile DevOps journey while hardening the evolving Enterprise Agile DevOps model ready for it to be made operational in January 2018. The next year and half saw Paul lead the transformation of a growing percentage of the Networks Services operation and its suppliers to the new ways of working associated with the evolving Agile DevOps model. He also successfully proved that the model could scale both horizontally and vertically while making sure that the Division's Agile DevOps journey did not adversely impact the existing operation's global delivery pipeline and operational support obligations. Paul successfully delivered this global transformation initiative during the later part of Q3/2019. At this point the resultant Enterprise Agile DevOps model supported 190+ regionally dispersed individuals working across 18 integrated delivery squads, all operating under a SoS executive layer. The model also supported 4 service portfolios, 7 product areas, 3 large multi-year transformation programmes and 3 guilds.
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Agile Delivery ManagerPremier Fitness Provider Feb 2017 - Jul 2017London, United KingdomPaul was engaged as the Engagement Lead for this new BJSS client by the Group CIO, to manage a small team of Technical Architects to deliver a technical assessment of the client’s current UK Website, plus the supportive operating model and ways of working. The assessment provided recommendations for a possible ‘to be’ architecture and target operating model (focusing on people & process), a transformational road map to the ‘to be‘ state. It also documented the impacts to the current technology budget and total cost of ownership for the UK Website. This was all completed within the agreed time and budget envelope. Following quickly on the back of this successful technical architecture assessment, Paul set up an Agile Team to deliver the Discovery Phase for re-writing Virgin Active's Global website. On completion of this Discovery piece of work, Paul also set up yet another Agile Team to deliver a proposal for setting up a Lean Product Services Operation to take over the Managed Service responsibilities from another Virgin Active partner. The initial scope for this is Operation was the existing UK Website, VA's Payment Portal and their current Middle Ware layer. The eventual Lean Product Services Operation was successfully established to a set of very aggressive deadlines and the associated Take-on Phase was also landed within budget. Responsible for the commercial and engagement management
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Agile Delivery ManagerLeading Uk Supermarket Retailer Sep 2016 - Feb 2017London, United KingdomPaul was engaged to define the Interim and Target Operating Models for a new Cloud Infrastructure Service which fully integrates into the client's existing Operating Model. This service will provide a Cloud Competency Centre and Cloud Infrastructure support capability for initially, Public Cloud (AWS) solutions. Paul managed the team that defined and delivered the Service Management processes and associated collateral which supports the defined Target Operating Model.
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Business ConsultantLeading Shipping And Parcel Data Management Provider Aug 2016 - Sep 2016London, United KingdomPaul was responsible for the Operational Service Transition Discovery activities for the Discovery phase of a large technology change programme. This provided a firm understanding of the current business operating model. Paul defined an agreed minimal viable service operational model to support the take-on of the existing Service & Change Management functions along with a road map to transition to an agreed outline Target Operating Model.
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Agile Delivery ManagerGlobal Retail Bank Feb 2016 - Aug 2016London, United KingdomPaul managed the Service Management workstream of this key strategic initiative to take-on the client's DI Platform using an agreed MVP ITIL Service Management Process model. This platform is an AWS Eco system designed to support the corporation's digital application offerings.• Defined a Target Operating Model and supportive Delivery Plan. • Formed a Platform Engineering Dev/Ops Team to provide both in-hours and out of hours support along with system operational change. • Established a Scrum delivery model for both the Service Operational and Change work streams all drawn from a common prioritised Service Management Backlog. • Definition of a full cost model for the first 6 months of the engagement to support the period up to steady state, at which point a full Service Management financial agreement would come on stream.• Following a RBS Group wide budget review decision to terminate this Digital Transformation Programme, managed the decommissioning of the production platform and build out of the capability to spin it back up at a future date.• Responsible for the commercial and engagement management.
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Agile Delivery ManagerHealth Services Provider Jul 2014 - Feb 2016London, United KingdomPaul was assigned the Engagement Lead role for this new BJSS client. This engagement defined and delivered a new Change and Service Delivery Target Operating Model and Master Services Agreement to support a new Managed Service Operation for the Digital Services Group's Healthscore application. The resultant managed service operation was made up of three integration partners, with BJSS being the principle.• Managed the transition of the current service management offering and supporting technology into the newly defined Operating Model.• Managed the definition and agreement for the Forward Schedule of Change which is fully aligned to the client's corporate strategy.• Defined and agreed a full cost model and to support financial processes for the new BJSS Operation.• As the principle integration partner, managed the Healthscore Change and Service Delivery Operation for the client.• Established a Scrum delivery process across all integration partners • Set up a new BJSS Mobile Dev/Test capability during 6 months which took over the client's existing Mobile Change and Service Delivery Operation.• Accountable for the commercial and account management of this engagement.
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Agile Delivery ManagerGovernment Department Oct 2015 - Dec 2015Bristol, United KingdomPaul was engaged to manage a BJSS team to deliver the Discovery Phase to answer the question if the Government Departments current Mobile Compliance Programme's on-line mobile application solution requires an digital offline capability. This Discovery Phase provided fresh in-sight into this requirement, provided possible technical mobile offline solution options with supporting delivery plans, plus a view on a solution to replace the current in-flight application product delivery.
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Agile Delivery ManagerGlobal Merchant Bank Aug 2013 - Jul 2014London, United KingdomPaul shaped and delivered a project portfolio to resolve a series of business critical issues, while delivering a solution to enable the Irish business to become compliant with the SEPA Regulations.. He successfully delivered the client's operational objectives and enhanced their software delivery capability by establishing:• a more iterative way of working• the concept of early continuous acceptance testing• risk based testing • JIRA as the joint development and testing tool of choice
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Program ManagerGlobal Energy Trading Company Aug 2012 - Aug 2013London, United KingdomPaul was responsible for the Inception & Elaboration Phases of a project that enabled the Trading Division to continue transacting business following the controlled exit of Spain from the Eurozone.• Managed a strategic review that enabled the LNG business to make an informed decision on a Trading Platform move. Paul then shaped the associated £25m multi-year transition programme• Shaped the initiative that allowed the Trading Division to be compliant with the new EMIR and REMIT European Energy Regulations. This involved managing the domain level data & gap analysis activities, shaping the initial solution options and deriving associated delivery plans, cost profiles etc. Paul also facilitated the company wide interpretation of the data regulations and definition of the associated reporting data points• A year into this assignment Paul was made fully accountable for the multi-year project (£3m projected spend in one year) that delivered the new capabilities that allowed the Gas, Power and Emissions Trading Division to be fully compliant with the EMIR and REMIT Regulations • Managed the project through the company’s stage gate & budget management processes• Set up and managed the Governance Structures & reporting processes to provide control and transparency• Managed the projects internal/external stakeholders to ensure a successfully delivery and enable the business to be compliant by the regulatory deadlines • Set up the project management controls & structures to manage the themes traditionally associated with delivering a successful technology project to cost/time/quality• Built & managed an offshore/onshore multi-disciplinary, cross functional technology team to deliver the required capabilities using an Enterprise Agile approach• Pro-actively engaged with the nominated External Trade Repository 3rd party partner EFET/Ponton/DTCC and a consortium of 23 other companies to develop a new Regulatory Reporting Message Standard for the European Market place
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Portfolio ManagerGlobal Energy Trading Company Nov 2009 - Jul 2012London, United KingdomPaul was engaged to provide Technical Project and Portfolio Management services to the company’s Global LNG Trading Division. Paul’s responsibilities included:• The annual definition, shaping and agreement with the business as to the following year’s portfolio of technology projects ensuring they are fully aligned to the group’s strategic objectives and budget constraints.• Delivery of the agreed portfolio of projects to cost, time and quality into the Front, Middle and Back Office Operational areas so they fully realise their agreed benefits.• Management of projects using the company’s gated delivery process model, utilising the most appropriate method of delivery for the project concerned (i.e. Waterfall, Scrum ,Kanban).• Managing the core LNG Technology Team (12+ made up of Business Analysts, Developers and Testers working both onshore and offshore) and an extended technology team via matrix management.Projects undertaken included:• Delivery of new technology capabilities to support the new Far East LNG Trading Operation.• Delivery of new functionality to support the management and sale of LNG from a new European Gas Storage facility along with the related trading and FX Hedging Strategies.Established a new Agile delivery framework into the LNG Delivery Area based upon the Agile Scrum software delivery method using TFS.Four of Paul’s projects received client awards due to their delivery having directly improved the associated Operational Area’s efficiency, profitability or operational risk profile.
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Associate Director (Programme Manager)Fidelity International Jan 2008 - Aug 2009London, United KingdomPaul worked in the enterprise technology delivery area that managed Fidelity’s large scale projects and programmes, cutting across multiple business divisions and/or geographical boundaries. Responsibilities included:• Management of the Direct business’s two year European Cost Reduction Programme (Annual budget £2.1m) which focused on reducing the divisions European Operational Costs.• Pipeline management of the Enterprise Delivery Area (Annual budget £16m).• Management of the Global Financial Planning Tools Programme (Annual budget £3.4m) delivering across seven geographical regions, for three business divisions, using a mixed team of 20+ technologists (both Fidelity and 3rd party staff) based out of the UK, India, China and US. The main objective for 2008 was to deliver full portfolio performance modelling, asset/fund allocation and fund rebalancing capabilities into Fidelity’s new global web offering.• Ownership of the technology relationship and associated contractual/commercial arrangements for the 3rd party vendor Finantix.• Management of the Appraise and Select phases of Fidelity’s SOA Programme (£5m budget over 3 years). This programme would re-engineer Fidelity’s technology governance and management procedures so the SOA principles of re-use could be fully integrated into the technology operation.To support the Global Financial Planning Tools Programme, Paul managed the development of the system management processes and support model for Fidelity’s growing technology group in China. His final task was to begin shaping a programme that would define and eventually implement a technology strategy for Fidelity’s Far East Operation, reporting directly into the CIO for Asia Pacific. -
Vice President (Senior Project Manager & Risk Manager)Citigroup Mar 2006 - Dec 2007London, United KingdomSenior Project Manager & Risk Manager for the Global Fund Services Technology Group.Paul was a member of the GFS Technology Leadership Team. In addition to his project management delivery responsibilities he was directly accountable for all risk, compliance and audit activities across the GFS division, facing off to both internal and external auditors. Responsibilities included:• Delivery of the off-shore project to re-engineer the newly acquired Polish technology operation so it fully complies with Citigroup’s audit, compliance and control policies. The projects main objective was to resolve the ‘major concerns’ highlighted in the Q1 external audit, thus preventing Citigroup’s Global Transfer Agency operation from closing. Following delivery of this project’s outcomes, the subsequent Q3 external audit gave a ‘satisfactory’ assessment resulting in this Citigroup operation being allowed to remain open for business.• Delivery of the Appraise and Select phases of a programme (£10m budget over 2 years) which will resolve the critical system and business operational issues impacting Citigroup’s Global Transfer Agency.• Ownership of Citigroup’s global Metrosoft and Bravura Solutions technology relationship. During this time Paul re-engineered Metrosoft’s software delivery processes and re-negotiated their contract and commercials with Citigroup.• Delivery of Technology Mandatory Programme (44 work packages delivered in the year) which delivered solutions to all the audit points highlighted during an earlier audit of the GFS Division.• Ownership of all systems and infrastructure supporting Citigroup’s Global Fund Accounting business.• Delivery of a project that migrated Citigroup’s Global Fund Accounting system (i.e. Multi-funds) from a 2 tier to a 3 tier infrastructure, using Oracle 10g databases hosted on IBM’s AIX cluster technology. This was achieved while delivering a new set of business critical capabilities to the Fund Accounting business. -
Senior Project ManagerPrudential Aug 2005 - Feb 2006Reading, United KingdomDuring this interim assignment Paul delivered a portfolio of concurrent technology projects (budget £1.8m) that enabled the Corporate Pension business to comply with the government’s new Pension Simplification legislation. -
Delivery Manager & Project ManagerSchroder Investment Management Nov 2002 - Jul 2005London, United KingdomPaul took over the delivery management role for the Schroders’ side of the joint technology model which would allow Schroders to out-source its Middle and Back Office Operations to JP Morgan. Responsibilities included:• Highlighting the critical issues with the Schroders technology model. Then shaping and managing the project which resolved these issues while implementing sound technology management processes within this delivery area. • Successfully delivered various phases of technology and business testing through to the model’s eventual transition into production. -
Programme/Project ManagerBank Of New York Jun 1999 - May 2002London, United KingdomPaul took on the Programme Manager role for an initiative (£5.5m budget) which successfully re-engineered the European Fund Accounting business and transformed the funds onto the new InvestOne Sungard platform. Responsibilities included:• Shaping the initial programme of work while implementing new management processes to allow the work to be effectively managed.• Accountable for the delivery of all business and technology projects that implemented the new Operating Model, new supporting technologies and new interfaces with the up/down stream systems.• The Fund Conversation Manager role to transition the £55 billion funds to the new Invest One platform and Fund Accounting Operating Model.• Ownership of the Sungard technology relationship and the delivery of their components.Paul initially took on the Y2K Programme Manager role for the European Transfer Agency business area. Paul was responsible for delivery of all related Y2K activities which allowed this business area to be ready for the first day of business in the new century.Note: Bank of New York formally took over RBS Trust Bank in June 1999 -
Project ManagerRbs Trust Bank Apr 1997 - May 1999London, United KingdomPaul managed a team of 12 Analyst/programmers supporting and developing the Bank’s Front and Middle Office systems. Then Paul changed role to take on the responsibility for a new project which would deliver the bank’s strategic objective to be ready for the introduction of the EURO. Responsibilities included:• Managed of a new team of 20 technologists (mix of Business Analysts and A/P’s) who delivered a technology solution so the Front and Middle Office Operations could process the new currency and meet the tight regularity deadlines.• Managed all the technology preparation activities for the production implementation weekend. Also accountable for the technology activities during the implementation weekend, co-ordinating the effort from the bank’s War RoomNote: In March 1997 a new organisation called 'RBS Trust Bank' was created from the merger of specific Mercury Asset Management and RBS operations.
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Project ManagerMercury Asset Management May 1989 - Mar 1997London, United KingdomDuring this engagement Paul evolved from a Senior Analyst/Programmer role into a Project Management role within the Front & Middle Office Technology Group.Front/Back Office & Compliance System developments. Responsibilities included:• The development and support of the aforementioned systems.• All analysis activities, along with the management of the development teams, to delivery the regulatory and non-regulatory driven requirements.• Management of various Technology Projects ranging from £25k through to £400K. Mercury's Charity and Compliance/Disclosure business Divisions. Responsibilities included:• Accountability for all the technology requirements for these Divisions.• The negotiation and rollout of Fixed Price contracts for the technology projects that would delivery into these Divisions.Valuation, Bookcost and Disclosure System Projects. Responsibilities included:• The construction of major portions of the aforementioned systems, followed by the on-going support once they were implemented.• The design and construction of the groups Derivative Reporting and Fund Performance (time and money weighted returns) platforms. • Managed the installation Xerox's new document composition software (XICS) along with a series new Xerox 4135 lasers.Electronic Publishing System Project. Responsibilites included: • The initial construction phase to establish the frame work for the subsequent system.• The design and implementation of an Adabas Natural system which utilised Xerox's new document composition software (XICS). • The design and implementation of a server based Data Driven Graphics system to enable automatically generated graphical images to be utilised by Mercury's Valuation System.
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Analyst/ProgrammerPrudential Financial Nov 1988 - Apr 1989London, United Kingdom
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Analyst/ProgrammerCitibank Savings Jan 1987 - Oct 1988London, United Kingdom
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Senior ProgrammerCommercial Union Assurance Sep 1980 - Dec 1986London, United Kingdom
Paul Beesley Skills
It Strategy
Stakeholder Management
Sdlc
Risk Management
Program Management
Project Delivery
Project Portfolio Management
Project Management
Agile Methodologies
Change Management
Business Analysis
Agile Project Management
Prince2
Itil
Requirements Analysis
Software Project Management
Solution Architecture
Budgets
Strategy
Scrum
Integration
Management
Business Transformation
Analysis
It Management
Vendor Management
Development Management
Portfolio Management
Business Process
Pmo
Software Development
Enterprise Architecture
Team Management
Pmp
User Acceptance Testing
Offshoring
Soa
Project Planning
Requirements Gathering
Governance
Business Process Improvement
Enterprise Software
Business Requirements
Budget Management
3rd Party Vendor Management
Paul Beesley Education Details
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Secondary Modern CollegeVarious 'O' And 'A' Levels -
Technical CollegeComputer Science
Frequently Asked Questions about Paul Beesley
What company does Paul Beesley work for?
Paul Beesley works for Cgi
What is Paul Beesley's role at the current company?
Paul Beesley's current role is Agile Delivery Manager.
What is Paul Beesley's email address?
Paul Beesley's email address is pm****@****ail.com
What schools did Paul Beesley attend?
Paul Beesley attended Secondary Modern College, Technical College.
What skills is Paul Beesley known for?
Paul Beesley has skills like It Strategy, Stakeholder Management, Sdlc, Risk Management, Program Management, Project Delivery, Project Portfolio Management, Project Management, Agile Methodologies, Change Management, Business Analysis, Agile Project Management.
Who are Paul Beesley's colleagues?
Paul Beesley's colleagues are Vince Quitoriano Iii, Nichole Martin, Sumanth Uppala, Sarah Covey - Bba, Pmp, Kulveer Pal, Santoshkumar Gopalpura, Monica Parker.
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Paul Beesley
Director And Senior Consultant At Beyond Theory - Business Training And CoachingNorthampton2aol.com, beyondtheory.co.uk1 4477648XXXXX
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Paul Beesley
United Kingdom1citrix.com -
Paul Beesley
Greater London3itconsultant.com.mx, gmail.com, swissre.com
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