As part of the PMO, I provide governance assurance and reporting services to the Commission's portfolio of programmes and projects, covering over 150 countries across five geographic regions.

In my role, I led and assured business change initiatives for clients like HSBC, Vocalink, and the London Stock Exchange Group. I manage complex change governance frameworks for organisations, such as The AA, HM Government and Ofgem, ensuring regulatory compliance. I direct large-scale programmes for clients like the National Lottery, consult on tailored change management strategies, and refine project approaches through phase and post-delivery reviews.• Developed and maintained robust project and programme management methodologies in line with client objectives and industry standards to drive successful outcomes across diverse sectors.• Spearheaded eight project delivery teams to enable smooth and successful programme integration.• Established Portfolio, Programme, and Project-Management Offices (PMOs) and executed governance frameworks, structures, processes, controls, and standards to ensure consistency and quality in change delivery.

During this tenure, I led PMO and project management for a regulatory change programme, ensuring alignment with new banking regulations. I developed a comprehensive stakeholder engagement, communication, and training framework for the bank’s global Financial Regulations Programme. I also collaborated with Legal, Risk, and Compliance teams to design an extensive training programme for all levels of staff.• Delivered a regulatory change communications and training programme to over 2K staff and trade counterparties.• Achieved a 'no surprises' KPI on regulatory changes by formulating client and stakeholder outreach programmes/tools.• Facilitated stakeholder engagement for major regulatory changes across over 30 countries to navigate multiple regional and country-specific jurisdictions.• Developed and rolled out an adaptable comprehensive project management and PMO framework and supporting toolkit for deployment on client engagements.

In this role, I evaluated and reengineered the risk management and control framework for IT and Operations, using industry standards like COBIT, ITIL, and CMM. I upheld PMO standards by tracking project progress and reporting to senior stakeholders. I also led the implementation of a new regulatory and operational governance framework to ensure effective change management, vendor management, control monitoring, and management information.• Conceptualised and deployed a software platform to bolster the risk management framework effectively.• Built comprehensive risk governance framework, including management information (MI) and decision-making processes for Operations and IT functions.

I supported organisational transformation for clients like Nationwide, Aviva, Aon, and Phoenix, guiding them through complex change management strategies to boost performance. I nurtured stakeholder relationships and implemented communication plans to facilitate adoption and reduce resistance. I also collaborated with multidisciplinary teams to promote continuous improvement and agile adaptation to market changes.• Devised and validated business change strategies as per organisational goals to meet desired outcomes.• Influenced key stakeholders to secure buy-in for critical change initiatives and improve organisational agility.• Championed a culture of continuous improvement by promoting adoption of new processes, technologies and best practices.

In this role, I led the design and implementation of an integrated risk management framework for vendor risk and operational risk across the enterprise IT function. I ensured effective stakeholder engagement through a robust communication and decision-making governance structure.• Designed and implemented a supplier and operational risk management system, simplifying risk management across the IT function• Rolled out a vendor risk assessment and controls framework to identify the risk profile across vendors and suppliers• Developed and implemented a software platform to underpin the risk framework across five European countries

Transitioned to an internal consulting role on governance, decision management and change management on the strength of my previous work as an external consultant, operating in an advisory and control capacity for the business operating model. Played a pivotal role in streamlining and optimizing business processes to enhance efficiency, reduce costs, and improve stakeholder satisfaction. Responsibilities and key achievements included:• Designing and implementing key process elements of the operating model, and leading the integration of business processes across different banking functions, ensuring seamless operation and alignment with strategic goals.• Worked closely with cross-functional teams, including IT, operations, compliance, and finance, to identify process inefficiencies and develop solutions through process mapping and analysis to identify bottlenecks, redundancies, and opportunities for improvement.• Fostered a culture of continuous improvement by encouraging feedback, conducting regular process reviews, and implementing enhancements based on stakeholder input.• Managed multiple process improvement and integration projects concurrently, from initiation through to completion, and leading related change management initiatives to support the adoption of new processes and technologies, including providing training and support to staff to ensure successful implementation.• Ensured that all integrated processes complied with relevant banking and company regulations and standards, conducting regular audits and reviews to maintain compliance.• Developed and monitored key performance indicators (KPIs) to assess the effectiveness of the integrated processes and identify areas for further enhancement.• Coordinated with business and IT teams to integrate technologies and systems to support process improvements and automation, enhancing overall operational efficiency.

Senior consultant specialising in programme and project management and control, process management and PMO development, implementation and operation. Key clients include Morgan Stanley and ABN AMRO.Morgan Stanley - Y2K: Set up and ran the PMO and C3 structure for the Y2K treasury programme, centered on the London office to cover rolling global timezones.• Established and maintained robust governance structures to oversee Y2K compliance projects, ensuring alignment with organisational objectives and regulatory requirements.• Provided training and guidance to project teams on Y2K-related procedures, tools and protocols, enhancing their ability to manage and execute Y2K compliance activities effectively and ensure a smooth millennium transition on 1 January 2000.ABN AMRO - IT outsourcing: Implemented and ran the programme office for outsourcing ABN AMRO's IT to EDS.• Provided programme governance oversight through establishing a robust governance framework to manage the IT outsourcing initiative, ensuring compliance with organisational policies and alignment with strategic objectives.• Collaborated with key stakeholders to evaluate, select and manage outsourcing vendors, negotiating contracts and service level agreements (SLAs) to ensure quality and performance.• Maintained effective communication with internal and external stakeholders, providing regular updates on programme progress and addressing any concerns or issues.• Provided quality assurance oversight through ensuring that all outsourced IT services met organisational standards and regulatory requirements through regular audits and quality checks. • Supported and enabled by the PMO, the programme successfully transitioned the bank's IT services to external providers, resulting in enhanced service quality, reduced costs, and improved operational efficiency.• NOTE: Subsequently hired by the bank as a permanent employee to build on the work I had done previously as an external consultant.