Today Shell Renewables and Energy Solutions Portfolio Manager - helping to deliver a future for Shell, its customers, and society Historical Roles Role 1: Program Manager for Cyber Defence and Secure by Design Role 2: Program Director for O365 deployment Role 3: IRM (Information Risk Management) Delivery Lead

Whilst with IBM (and PWC consulting) I personally delivered a wide range of significant projects and programs across multiple industries (oil and gas, insurance, telecoms and banking). These included a global rollout and infrastructure consolidation project, a 3rd party IT infrastructure program ($30M), and the design and delivery of an assurance function for a significant transformation program ($180M). In addition to my own program accountabilities I helped client management and executives in a wide range of activities including establishing a Tier-1 program function and sharing accountability for successful delivery of 25 high impact client projects. I took on direct management responsibility to return troubled projects to green and supported a client program director ensuring the success of a portfolio of projects (~$100M). I also stepped for period into a client role as Interim Global Programme Director for a portfolio of projects to the value of ~$40m.I ran program health check reviews, project risk reviews and a pan European project rollout viability review. I provided expert guidance and support to senior client programme management and delivered formal and informal advanced project management training to experienced IBM project managersIn between project delivery I also managed a number of other activities including delivery of a target operating model, 3rd party contract negotiations, process and organisational reviews and design.

I joined PwC Consulting from CSC before it was sold to IBM in 2002 (tupe).I have included a description of my roles in the IBM entry above

PricewaterhouseCoopers, IT/Business Consulting Services UK; Managed a number of IT enablement and integration projects including all phases of the project life-cycle. My roles involved both working with and managing business and technical resources. Modelled business products, performed process reviews resulting in successful change, produced test strategies and plans and release strategies, and led a client through the tailoring of a strategy development methodology. Supported less experienced project managers by implementing project management procedures and structures on client projectsTutored senior client staff on strategy development methodology

I designed and developed financial services systems for use by the Commonwealth Bank of Australia