Ryan Blaney Email & Phone Number

London, Gb

London, Gb

Part of the leadership team in the Enterprise Transformation & PMO (ETPMO) function, reporting to the Enterprise Transformation Director (c-suite -2). I lead the Enterprise Portfolio Management team which supports and enables our Transformation delivery teams (Programme & Project Managers; CI and Process Managers; Change Managers and Operating Model Specialists) to Transform Ocado Group (across people, process & technology). My responsibilities include: managing the demand/supply process, the portfolio roadmap and ensuring business development opportunities are sought, captured and prioritised whilst managing the capacity and capability within the team to deliver; creating and embedding consistent governance & controls; defining, designing and delivering: PPM tools & processes, value & benefits management practices (OKRs); articulation of problem statements to business cases to gain sponsorship, funding and resources to deliver; Enterprise-wide strategy planning and change governance to enable strategic vision to execution. Key Achievements Include:- Successfully mobilised Ocado Groups ‘Enterprise Change Forum’ with cross functional leadership (c-suite -1), enabling and embedding an end-to-end process for surfacing, assessing, prioritising and assuring the change portfolio.- Introduced an enterprise wide strategic planning framework to assure the connection of change initiatives to Ocado Group’s strategy, enabling a fair and transparent strategic prioritisation process.- Launched and embedded an Objective & Key Results (OKRs) framework for the ETPMO team’s portfolio, enabling a laser focus on benefits and value management. This supported the ETPMO investment process and secured internal business development opportunities (new projects & programmes).- Defined, designed & delivered an ETPMO governance framework and PPM toolkit which enabled effective prioritisation and successful delivery and benefits realisation of the initiatives lead or supported by ETPMO.

Reporting directly to the Chief Strategy Officer (CSO), I established a Transformation Management Office team (working alongside internal leaders and external consultants) as part of a newly formed Change & Transformation function, enabling and supporting the delivery of ASOS’ strategic transformation portfolio. My responsibilities included:- Established and assured portfolio processes, standards and ways of working (planning, RAID, status reporting).- Supported the curation and management of the workstream prioritisation framework, to enable demand v supply and allow for c-suite decision making.- Supported the curation and management of a standardised business case framework. - Constant review and rationalisation of the portfolio content and construct to ensure effective and efficient execution that is underpinned by strategy.- Established a PPM support framework, creating and embedding services and processes to enable seamless and successful set up and execution of portfolio workstreams.- Developed and maintained a portfolio reporting framework, ensuring timely and accurate reporting of key performance and risk indicators across the portfolio and to c-suite stakeholders. Key Achievements Included:- Facilitated and enabled ASOS to successfully construct and execute on a strategic 3-year transformation portfolio by establishing an intelligent Transformation Management Office (TMO) function on a greenfield site.- Enabled and supported senior management transformation decision making (including strategic alignment, prioritisation, and resource utilisation) by creating and implementing portfolio reporting & governance standards and processes. - Working directly for & with the Chief Strategy Officer (CSO) on a revitalised Transformation approach for FY22 including setting up a Transformation Forum, embedding new disciplines and processes (e.g. stage gate process) and redefining the transformation portfolio construct to align to strategic aims and goals.

Promoted to Senior Manager taking on additional, cross functional change and portfolio management responsibilities which included: establishing the first cross functional Business Change Forum, working with cross functional leaders to gain oversight of and input into, Change and Transformation activity; supporting the organisations governance structure to ensure cross functional impacts and efforts are understood, the change roadmap documented, capacity and delivery risks escalated to steering committees and executive boards as appropriate.

Managed and lead the finance change governance structure and change management practices. This included: managing the finance change roadmap, establishing and communicating change impacts and conducted training needs analysis; gathered and delivered finance requirements for cross functional projects; conducted demand v supply management; prioritisation framework created and managed.Finance transformation portfolio and project management: created and facilitated project forums (including weekly scrums) to manage the project team and as a response to key changes, risks or opportunities; tracked tech deliverables and their impacts to finance; RAID management; status reporting to senior stakeholders on KPIs and risk indicators; created and maintained capacity and business readiness dashboards.

London, United Kingdom

Responsibilities included:- Implemented governance and portfolio processes and standards, linking into wider business infrastructure.- Established growth and innovation opportunities across: People, Process and Technology to reduce profit loss across the organisation. - Project managed the end to end implementation of approved growth/innovation opportunities.- Conducted change impact assessments on business wide projects, ensuring Profit Protection requirements were included in project scope. - Managed risks, issues and opportunities for profit protection.- Provided assurance of priority risk and issues impacting Profit Protection to senior leadership.Key Achievements Included:- Established the commercial & change function within Profit Protection, ensuring change programmes and commercial teams were supported and held to account on their impact to profit/loss.- Reduced impact to bottom-line profit e.g. £750k year on year shrinkage reduction in the mobile phone category, by acting on identified opportunities for reducing loss (e.g. reviewing returns policy; 3rd party contracts; instore physical security and enhancing fraud rules for purchasing online).- Established Profit Protection presence on change & transformation governance forums and established processes and standards, enabling actions on potential risks to profit & loss.- Successfully project managed Profit Protection change initiatives end-to-end. Example: procurement and implementation of a crime & loss reporting tool across the John Lewis estate (£500k investment), resulting in improved actionable data & insight, in turn, mitigating financial loss.

London, United Kingdom

Lead the curation and implementation of the Loss Prevention & Shrinkage strategy alongside the Head of Profit Protection.Identification of root causes of bottom line profit impacts, taking action to ensure risks were prioritised and mitigated/managed. Created and managed the governance structure for the Profit Protection portfolio to ensure scope was captured, methodology and processes established, and senior stakeholder management information created and delivered to enable actions and decision making.

London, United Kingdom

Joining the John Lewis Retail Leadership scheme provided direct access to Senior Leaders in the business, training to become a future leader & mentoring which supported with enhancing my skills, knowledge and behaviours. Furthermore, the scheme provided the opportunity to manage and execute strategic cross functional initiatives (challenges set by the John Lewis Board) working with senior stakeholders from a variety of business functions.

London, United Kingdom

Senior Manager for the back of house operations in John Lewis’ flagship store. Leading and managing a leadership team of 10 section managers (wider team c.150) to execute the retail operating plan.Creating and executing departmental strategy and establishing KPIs and performance plans.

London, United Kingdom

Lead a team of shop floor selling teams in two John Lewis branches (including the Flagship) to deliver the Retail Operating Plan.

Part-time Team Leader role to support myself through higher education.Customer facing role managing a team of checkout assistants (giving regular coaching, feedback and support). Responsible for managing front-end KPIs to achieve store performance targets.