Not only leading my internal team through the integration of Levvel and Endava, I was also appointed the Levvel Liaison for the Technical Workstream of the integration. As part of Endava, I have:- managed us through conversion activities, such as documentation updates, repository transfers, tool updates, etc.- guided the team through 3 reduction in forces, and ad-hoc separations as necessary.- onboarded and supported colleagues into this role.For periods, this has been done alongside billable work, including Agile Coaching for a top 3 technology company.

After promotion to this role, I implemented changes aimed at increasing the PMOs value internally, as well as to our clients. This was by:- overhauling all our internal templates and folder structure for increased discoverability and usability.- creating and empirically improving our hiring process: including modernizing the rubric, creating a demo project component, conducting interview training for my people, and creating an onboarding template that is still used by HR today.- delivering multiple internal trainings, specifically on feedback, and Agility.For periods, team leadership was conducted alongside billable work, including leading the creation of an MVP for a top global provider of technology solutions for financial institutions.

Leading a mix of on site and remote engagements, including:- a DevOps assessment with a top 5 US bank, - Agile Coaching of a top 15 US bank through it's Agile Transformation, and - Product Owning a the online account opening process for a new digital bank of a top 15 US bank.

I led a project team of 6 through the final launch phase and closure of the ‘Repatriation of Overseas Interviews Project’ (budget of £40,000). Through my extensive mediation between the Fraud Team and Customer Services, we increased the number of locations where a passport applicant can be interviewed internationally from 11 to 87, decreasing fraud risk for HMPO. • On taking over the project, I reworked the project communications plan entirely and advocated a ‘little and often’ strategy. This was welcomed by time-poor stakeholders as it increased internal process understanding and enabled 100% of subsequent ‘stage gate’ meetings to be passed first time. • I triaged all technical issues of the case movement tool after launch - logging and enabling 90% to be resolved within 24 hours, causing no interruptions to scheduled interviews. • I coached my team so momentum and morale were kept up and improvements were made in basic project tasks, such as the format and frequency of meeting minutes, as well as team confidence levels, shown by how they increasingly led meetings and suggested efficiency improvements themselves to stakeholders. • I championed the Scrum framework and organized mini training sessions for my project team, our stakeholders and fellow PMs in my portfolio, so that the way of working was understood and expectations were set correctly. As a result, a number of project KPIs were adjusted to become user-focused and improvements to data collection for the case movement tool were made.

I ran the third phase of the high priority ‘Campaign Manager Program’ (budget of £180,000), which now enables over 150,000 supporters to be emailed through Adobe Campaign Manager, instead of Outlook. This allows for increased supporter engagement and will maximize their contribution by ensuring communications are received at the best time for them, through the channel they prefer and with content that inspires them. • The program was running behind schedule prior to taking over, however, after an initial analysis of lessons learned, current issues and future risks, I restructured the program to reflect practical timescales and a more relevant scope. I made all stakeholders aware of the changes throughout, so all change requests were approved within 48 hours of submission, and phase 3 stayed within budget for the entirety of the project, allowing for 40% carry over into 2017 for phase 4. • To make workloads manageable and avoid disconnected working, I split part of the program into a series of cross-departmental, business optimization ‘delivery working groups’ and coordinated them as smaller projects. This removed two resource bottlenecks – one of Adobe Campaign Manager skills and one of Data Virtualization layer knowledge. • Through my advocacy and implementation of a Scrum framework, the support personnel for Adobe Campaign Manager increased from 2 to 6, eliminating project blockers and increasing the CRM team’s confidence in the tool.• I scoped and prepared the ‘Reporting and Single Customer View Project’ (budget = £75,000) for launch in 2017 after overhauling Save the Children’s internal reporting process and aesthetics, while intermittently being a Scrum Master for development within the Data Virtualization layer.

I was awarded ‘best recruit’ on completion of basic training and went on to 6 months of Arabic language training, gaining promotion to Leading Aircraftsman, before leaving the Service.

Working in Madrid and London, I was the main liaison point for UK, US and Spanish offices while coordinating the launch of a new website product for Spanish SMBs, complete with Facebook ads, Google AdWords, videos and eStore options.• I oversaw the internationalization of the website template code, including working with developers to translate and quality check the Spanish language library, to ensure we had a basic Spanish-language ready version for launch.• I got approval for the Spanish-localized Facebook ads (both wording and thumbnails) as well as establishing the relationships that would carry over into business as usual.• I held weekly ‘stream leads’ meetings, which increased international transparency and provided a forum where risks were highlighted, priorities were established and escalations were discussed.

As part of the Innovation Lab in London, I contributed to and ultimately led the full development lifecycle, ‘go to market’ launch and Spanish translation of 2 mobile apps with websites:“mClub”: a mobile loyalty card, using QR codes“Vizualizr”: a global public photo-aggregator, displayed on a timeline• I used Flurry Analytics to track feature usage and inferred value to users, using the findings in monthly presentations to superiors so all decision making could be data-led.• While Vizualizr was not able to be released publically, I used my professional networks for market research and internationalization testing of both the app and website to ensure market-readiness.• As scrum master for mClub, I kept sprint velocity optimized by implementing lessons learned from sprint retrospectives, such as establishing a Github workflow and creating our ‘Lab’s Way of Working’.

• I had to manage the expectations of the parents daily, setting goals for the participants while recognising both the physical and behavioural characteristics of improvement needs.• I was spontaneous, often imaginative and resourceful due to a lack of equipment. Generating confidence and enthusiasm for tennis, I contentiously maintained a professional reputation.