Government Agency - Oct 22 - to date ▪ Project ManagerM&G - Jan 21 - Aug 22▪ Programme Manager for outsourcing and offshoring fourteen technology teams to strategic partners for a 5-year term.▪ Delivered a programme of work (vendor selection to embedding BAU governance) to exit incumbent UK-based technology personnel and replace with 330 third-party resources, primarily in India.▪Defined the transition approach and governance framework for twenty project managers, commercial, finance and HR specialists to deliver the programme on time and to budget.Metropolitan Police - Jan 18 - Dec 20▪ Defined the Technology organisational structure and operating model for the largest transformation programme undertaken by the MPS (CONNECT programme).▪ Provided system integration, project management and PMO capabilities for the technology function whilst reporting into the Digital Policing Delivery Director.▪ Conducted the procurement of technology supplier contracts and led technology project managers.DEFRA - Oct 17 - Jan 18▪ Supported the procurement of IT contracts focussing on application development and management (UnITy Programme).▪ Authored the application licencing and offshoring strategies.Metropolitan Police - Aug 16 - Sept 17▪ Designed, implemented and operated a Government-initiated framework (Solution Provider Framework) to support the delivery of digital services to the Metropolitan Police, other police services, the Greater London Authority and its functional bodies. Framework value of £350m over 4 years.▪ Responsible for the completion of commercial artefacts required by Public Contracts Regulation.▪ Evaluated suppliers with leadership team and awarded contracts to successful organisations.

Finance, Risk, Treasury and Liquidity Alignment Programme – Strategic Solution Lead▪ Led a team of seven to define the programme strategy across each functional business area.▪ Developed and implemented a data management framework to support the identification, assessment, aggregation and reporting of data in an accurate and adaptable manner.▪ Established a governance model identifying participants and responsibilities required to support data aggregation to meet RBS’s BCBS 239 compliance and regulatory mandate.Head of Banking Analytics (FiRST Programme / Ledger Transformation Programme)▪ Accountable for build, test and environments for the Strategic Platform release. Responsible for managing permanent, consultancy and contract staff (5 direct reports, >100-person team) across the UK and India.▪ Responsible for redefining the Bank’s process of calculating risk and performance metrics through the implementation of Oracle’s OFSAA analytical capabilities for Basel 2, Funds Transfer Pricing and Profitability Manager.▪ Accountable for the requirements gathering, design, configuration and testing of calculation engines.▪ Performed vendor management of external consulting and technology organisations.▪ Mobilised the RBS OFSAA Centre of Excellence in India to meet the demanding needs of the programme, secure niche skills and address cost pressures without compromising quality.

Scenarios Strategic Improvement (Strategic Risk Management – IB) ▪ Managed the Scenarios Process & Technology team to deliver business analysis, system management and testing capabilities. Deployed roles to the Mumbai Centre of Excellence.▪ Delivered the Scenarios Strategic Blueprint through defining the future state, target operating model, MIS requirements and toolset enhancements for the stress testing team.Risk and Capital MIS (Group Controlling)▪ Developed an effective risk and capital reporting process to support the Bank’s global strategy.▪ Responsible for identifying requirements, establishing internal partnerships, delivering the prototype and devising the operating model.Collaboration MIS (Group Controlling)▪ Designed and implemented a system which enabled Credit Suisse to increase the frequency of collaboration revenue reporting from quarterly to monthly.▪ Delivered a toolset to capture and report collaboration KPIs allowing the Bank to analyse referral-driven penetration rates, sales volumes and referral intensity with business leaders.▪ Offshored the function from London to India, reducing operating costs and increasing client support.Performance Management and Compensation Measurement (Product Control & Complex Products)▪ Defined the performance measurement and reward methodology to support One Bank performance goals (Executive Board sponsored project).▪ Re-engineered the way cross-divisional sales credits were processed, managed and awarded to align with Bank and Divisional objectives.

▪ Shell – Process Engineering and PMO Consultant▪ AstraZeneca – Programme Management Office Lead▪ Sainsbury’s – Project Manager / Programme Management Office Lead▪ Jones Lang LaSalle – Transformation Planning Consultant▪ Sainsbury’s – Benefits Realisation Consultant and PMO Analyst