Ruth Goodger Email and Phone Number

Working on new business transition for MEEZA in a variety of client facing roles.

in this part time role, I managed and completed a pilot year project to set up and deliver a preventative adaptation service for the elderly across the district. This role had minimal supervision and it was my responsibility to define and implement processes, including setting up a relevant database, initiate reports, and run service as sole coordinator without support, and manage the relationship with contractors. This included promotion of the service, management of the budget and liaison with other agencies. Also during this time worked within the local government Housing Grants office, helping manage individuals applications for grants to for help with repairing their homes.Lynx Technology - Transition Manager

Responsible for the overall implementation and co-ordination of all activities of new hardware break/fix service contracts for this technology support supplier. Initiated from sales point through to ongoing delivery take over from either 3rd party subcontractors or in-house teams. Tasks ranged from overall programme management to agreeing service targets. Most notably, successfully delivered support transition project services to:• The NAAFI• On-site warranty service for Acer • Tube Lines - alongside service partners CapgeminiWas involved in many initiatives to pre-plan implementations and service with the sales and pre-sales teams, and was responsible for introducing a more refined weighting criteria and risk assessment approach to the pricing model and general negotiations. Also introduced Statement’s of Work to support contracts to agree specific details of service contracts with customers.

Responsible for quality assessment reviews of bid materials and high value new business proposals to external high profile and high value customers. Editing and proof reading commercial proposals, including a word-by-word analysis to ensure readability, accuracy, consistency of style and the overall sense, plus full compliance with relevant tender.I was responsible for contributing and maintaining an area of the corporate knowledge management database. This was generally in order to support creation of new bids and proposals by identification, collation and management of reusable and quality collateral for bids. This involved extracting and evaluating material from previous bids for inclusion in a Boilerplate and graphics Library. Was also called upon to write and sometimes re-write other authors passages of text, and assist Bid Managers locating material.

Worked way up from Applications Analyst and Trainer through PL and PM roles to become both an Account and Transition Project Manager during 8 busy years. Enjoyed transition of Computing Devices at Hastings, and Bombardier Transportation, along with a major period working on BAE Systems HO account in a variety of roles.

As part of a small team, was a prime contact responsible for all service delivery issues and customer relationship management. This required much policing of SLA targets and mitigation as well as incident management and overall management of some 40 ongoing projects.Specific area of responsibility covered the departments of Corporate HR (including Pensions and Pensions Management), Virtual University, Group Marketing, Group Treasury, Corporate IPR, Group Finance and Corporate Communications business areas. I drove the creation and successful delivery of many proposals and internal tenders during this time.The team was jointly measured against shared budgetary targets for revenue pipeline and profitability for CSC's largest global customer which we achieved and exceeded in two consecutive years.

Competency Groups were established to provide virtual teams of similar capability and interest. The Group Manager effectively acted as the spiritual leader for all members of that group, irrespective of location or project.Was responsible for the internal marketing, training and effective deployment of the 72 staff who were members of the Business Transformation Competency Group at that time. That included developing a business plan, training plans and objectives referenced against measurable key performance indicators, as well as providing a focus for the group.

Provided thorough business analysis and investigation and interpretation of customer requirements in the early stages of many projects and concentrated largely on system design and development. Much work was expended in agreeing and defining fit-for-purpose business solutions, drafting proposals for deployment, support agreement, designing 'as is' and 'to be' process flows/maps for system design purposes for web enabled applications. This work involved liasing with internal company technical architects and customer system owners, in line with recognised methodology to define the overall view of applications from all perspectives. This usually started with a conceptual flow diagram, simple system diagrams, through to network interface and data modelling diagrams. During this time was project manager to BAE SYSTEMS Finance client in system design and development, from initial inception to acceptance and delivery of an automated expenses system. This project involved completing a full business analysis and process flow within the Payments Section of BAE SYSTEMS. Lead a team of 7 technical and development resources, as well as managing budget and time scales alongside customer relations. Of key importance has been the requirement to incorporate business and VAT rules into a working system with transparent calculations.

Managed all transition activities on this new account, from initial contract start through to ongoing service. Worked closely with Account Director and Service Delivery Manager to ensure all transition activities were performed. This encompassed everything from induction training and welcome day for new staff through to setting up CSC working procedures, all required training, initiating Site Quality Plan and Health and Safety issues, arranging access to CSC Sources and other relevant information for staff.

Early involvement in the planning and background to the Active Partnership project which was at the time the largest undertaken at the BAE SYSTEMS HO site (£6.5m). I undertook a large mail/diary products evaluation exercise. Delivered communications and presentations to the target audience and was involved in manning display stands at two Active Partnership Exhibitions

Worked within a Professional Services Project Team (12 resources) providing training courses advice and customer communications for this project, which implemented mail and intranet facilities to the British Aerospace Corporate Head Office population (600 users).Supported and acted as Project Leader in customer communications, and 'front-man' for many liaison situations. Solely developed a training manual for HO and associated training course plans. Also became responsible for directing technical staff in problem resolution issues on customers' behalf.

Was part of small team of dedicated trainers delivering a full training and application support service to all staff levels. Designed and delivered own training courses, training materials and exercises in a variety of applications.

Equestrian roles, working as a groom to show