Richard Roberts Email and Phone Number

Transition of the infrastructure portfolio team from WBA team to partner organisation. Leadership of the portfolio to maintain the quality of the delivery during the change. Re-shaping of the delivery approach once transferred to the partner organisation. - Lead Employee Representative for a transfer of 140+ staff across multiple WBA companies and multiple teams - Leadership of the infrastructure portfolio team through the TUPE transfer, taking 20 Programme Managers, Project Managers and Project Coordinators through the change programme - Initiated and delivered a cultural shift across the team from an internal shared service team operating model to a partner team operating model - Managed the team through a substantial increase in work, with a 50% headcount increase in delivery staff over a 4-month period, whilst maintaining the quality in the delivery across the portfolio

Leadership of a team of 42 staff, consisting of Solution Designers, Project and Programme Managers, Project Coordinators and Support Staff, with responsibility for a portfolio of circa 60 projects and a budget of circa £10m. - Leadership of a team delivering infrastructure projects across hosting, end user computing and networking for five Business Units, with different priorities, cultures and processes - Accountability for performance to cost, timescale and quality metrics and ensuring protection of the IT service through project go-lives across the portfolio - Provided clear leadership to the team, driving a cultural shift to improved control and governance, implementing a package of meetings and reporting to communicate project status, improving team cohesion and developing a culture of holding people to account - Managed the team through fundamental organisational change, including the move of IT staff to a strategic business change programme and the move of the Solution Design function - Implemented improved financial management of the team, including an increase in chargeable utilisation and a decrease in unrecovered effort. Downsized the team to a more appropriate cost / capacity model through organisational re-structuring and a reduction in contractor headcount - Held a key senior management role in coordinating WBA’s International response to the Covid 19 outbreak, ensuring all IT services continued to support key business activities

Management of a portfolio of IT infrastructure projects, with accountability for time, cost and quality across all delivery work.• Initially accountable for all end user computing infrastructure projects, including up to 20 projects concurrently and the deployment of Windows 7 to 4500 support staff• Re-assigned to act as a single point of contact for all projects for a key customer to improve the relationship and ensure delivery to their business needs• Line management of a team of ten Project Managers and Project Co-ordinators, including responsibility for all performance management• Member of departmental management teamSummer 2018 to Summer 2019 - seconded initially to work on a strategic infrastructure programme to implement more structure and to provide increased senior management leadership in the build up to a key milestone. Then seconded to a programme role, supporting both IT and business stakeholders by reporting across a number of key business initiatives. Implemented a heartbeat of meetings to ensure alignment at all times across three different IT divisions in the build up to a bi-weekly presentation, delivered by me to a group of IT and business directors and senior directors.

Management of key business change projects, managing teams of up to 30 people and accountable for scope, budget and communication. - Rescued a struggling strategic project by taking over an £8.5m roll-out of Windows 7 to all 2500 stores and pharmacies across the UK - Re-structured the project team, finances, supplier model and communications to move to a successful delivery model, rolling Windows 7 out to a peak of 70+ stores per night

A variety of Project Management roles, culminating in promotion to Principal Project Manager, delivering internal business focussed projects from business case to service delivery. • Deployed a number of key business solutions, including Capita’s video conferencing solution linking multiple sites in the UK to off-shore locations• Lead Project Manager on Capita’s internal cloud offering; managed a team of 18 FT people after successfully completing a setup programme with a £3.5m budget. Responsible for both the development of new services and the delivery of the existing operation. Brought into the programme to resolve delivery issues, in order to achieve the go-live and start the revenue stream

Responsible for the full life cycle project management for customer infrastructure deployments across multiple technologies.• Delivered projects up to £1.5m across a range of solutions, including complex deployments with multiple work streams and project managers reporting to me• Managed projects both to integrate new technologies into existing infrastructures and to implement full IT solutions in to greenfield sites• Delivered a number of transitions for managed service contracts in to ComputerLand

Worked with a business partner to deliver various contracts, including project management, software roll-outs, IT training and web design.

Varied role including project management, implementation work, support work and consultancy.• Responsible for building the processes used by the Implementation Team, including implementing the PRINCE2 project methodology and MS Project; completed multiple implementations of the business-critical ASP application to user bases up to thirty staff• Responsible for all technical support to client facing team in a software ASP business