Legal and regulatory;Part VII Life and GI, Operational Readiness and IT

Accountable for the delivery of a Centralised Corporate Services, a key Leadership role within the organisation. Responsible for implementing a Central Services functions with associated strategies, policies and procedures. Key to the role was effective stakeholder management at all levels within the organisation and compliance with the agreed governance framework. As Director the role was accountable for ensuring that all the Central Services teams delivered on; KPI's, budgets and are of a quality that allowed Circle Housing to achieve its vision and strategic goals.As Director, led the Organisational Design for all Corporate Services Functions; Marketing & Communication, HR, Finance, Treasury, Business Support, IT, Procurement, Transformation & Insight, Legal Services, Audit Risk & Compliance Developed the individual Corporate Services Strategies, in conjunction with Operating Level Agreements, Service Level Agreements and Key Performance IndicatorsBusiness lead for the OJEU of £13million Enterprise Resource Planning (ERP) software solution and outsourced support for Enabling Services, Housing Middle Office and Repairs & MaintenanceLed the implementation of the ERP (Microsoft Dynamics AX) for Circle Housing following best practice approach and ensuring statutory requirements.Led the implementation and transition of the ERP with the suppliers ensuring Digital by Default is intrinsic to the designBusiness lead for the procurement and implementation a new Intranet, Internal Portal and Mobile applications value £300k (Microsoft SharePoint delivery)Developed key enabling services to support the customer processes and create the internal offer to staff within the organisation.Provide value for money by consolidating and de-duplicating services and rationalised the policies and processes to align with new way of workingImplemented a cost saving programme that delivered the required savings as set out in the Business Plan

Responsible for Leadership Development, Talent Acquisition & Development, Learning & Development, Organisation Design, Staff Engagement, Internal Events and Internal Communications.To align the; Attract, Develop and Retain functions within the HR team, ensuring the Group has the necessary capability and capacity to deliver the business plan. Develop and manage Circle’s internal engagement strategy and resources to implement the 5 year vision.Developed and implemented the Organisational Development Strategy and function through strong Leadership to support the delivery of agreed outcomes through learning and development activity, with demonstrable impact (Teams include: Learning & Development, Multi-Media & e-Learning, Talent Management & Succession, Leadership & Management Development) Successfully lead Circle Housing Group through IIP accreditation resulting in award of IIP Bronze AwardDeveloped the Leadership Strategy and Implement, including Succession and talent management planning, successful Leadership Space Events, delivery of Leadership Analytics Develop the employee value proposition and employment brand, through the development of marketing collateralDesign and launch new leadership and management development programmes and implemented R&M Management Development Programme which has had significant positive feedback and support R&M learning requirementsSuccessfully designed and delivered both Leadership & generic Development CentresDeveloped leading edge multimedia and e-learning solutions putting creativity and cost efficiency at the centre of L&D deliveryDesigned and implemented award winning Leadership Events for both Leadership Development and information purposes

(Expansion of Group Director of Projects to move the Group to implementing holistic Change as a best practice evolution from Projects & Programmes)Created Target Operating Model for Change and Change Management in Circle Housing GroupLead Change, Project Office and Business Transformation input into the Programme Board, Capacity Panel and the Project Governance and Investment Panel, ensuring that all governance panels have all the necessary information to make the correct, informed decisions and that it has the capability to view proposals within a group context.

Implemented the evolution from Project to Programme management to gain economies of scale from connected projectsDesigned and managed the formal process for the translation of BusinessPlan into a deliverable suite of programme and projects.Key accountability from dealing with the escalation of critical issues relating to project & programmes ensuring risks were identified, recorded and managedManaged the programme of change required to maintain the current capabilities of the business and the development of new or enhanced capabilities as required meeting the objectives of the life chances plan.Managed the Business Transformation delivery team and work with the Leaders of each work stream to ensure successful delivery of the 2020 VisionTracking and reporting progress and ensure benefits were identified with benefit ownersCo-ordination and bringing together of leaders to ensure the delivery of programmes across functions to gain maximum benefit

Designed and implemented Project Management Framework for Circle Housing Group based on Prince 2 best practice and OGC Gateway methodologyImplemented a centralised Project Management Office (PMO)Centralised all projects across Circle Housing GroupSuccessfully implemented a formal Project Governance Framework to ensure accountability was in place and investment decisions were made with a formal investment criteriaPut in place the Project Governance and Investment Panel (PGIP)Introduced Project Management Office disciplines into Circle Housing GroupBrought failing projects back on track to deliver business benefits

Under took regular Parish Councillor responsibilities such as;Allotments,Burial Grounds, Cemeteries, Churchyards and Crematoria, Bus Shelters, bye-laws – the power to make bye-laws concerning:baths and washhouses (swimming pools), cycle parks, mortuaries and pleasure grounds. Community Centres, Conference Centres, Halls, Public Buildings. Drainage – of ditches and ponds and Footpaths, general spending – parish councils can spend a limited amount of money on anything they deem of benefit to the community that is not covered by the other specific responsibilities described in this list. Highways – lighting, parking places, right to enter into discussions about new roads and road widening, consent of parish council required for diversion or discontinuation of highway, traffic signs and other notices, tree planting and verge maintenance. Land – acquisition and sale of as well as Legal proceedings – power to prosecute and defend any legal proceedings in the interests of the community, power to take part in any public enquiry. Litter - provision of litter-bins and support for any anti-litter campaigns. Planning – parish councils must be notified of, and display for residents, any planning applications for the area. Any comments submitted to the planning authority by the parish council must be taken into account. Postal and Telecommunication Facilities – power to pay a public telecommunications operator any loss sustained in providing services in that area. Public conveniences – provision and maintenance of public toilets. Recreation – provision of recreation grounds, public walkways, pleasure grounds, open spaces, village greens, gymnasiums, playing fields, holiday camps and boating ponds. Rights of Way – footpath and bridleway maintenance. Signs – danger signs, place names

Senior Project Manager.SAM/SOE Programme.Projects include Migration of Non Standard Users/Technology to the Standard Operating Environment & Upgrade of DDA Applications and AST technology

Responsible for the management and Delivery of the Desktop Tower for DWP approx 140,000 Workstations & users Portfolios included Desktop Hardware Rollout, Auto rebuilds, Applications packaging, Remediation of the non-standard environment, Consolidation of Deskside Engineering activities, Smartcard Upgrade (inc upgrade to physical cards), Exchange 2003 upgrade & Intranet ConsolidationManagement of the outsourced suppliers and relationships with other DWP Tower providersKey stakeholder management role as the main interface for the different Business areasProviding written reports & presentations to the Executive boardsResponsibility for the Desktop Towers Risk Management and reportingDelivery of the governance processes, working closely with the PMO Budget Control and management for Desktop TowerManagement of Desktop Commercial issues working with the Strategic Sourcing team, to resolve contractual issuesConsultancy on ongoing activities for the BAU Desktop Tower

Responsibile for managing & co-ordinating the rollout of approx 140,000 Desktops for the Department of Work & Pensions.Other areas of my programme:Intranet Hosting Conolidation Project.The upgrade and migration to Exchange 2003Legacy Mail migration to Standard PlatformRollout of Kiosk Machines on approx 1400 sitesServer RolloutMobile Information Protection

Manage the Property & Infrastructure PortfolioThis portfolio deliverered the IT infrastructure for building refurbishments and buildings under constructionCurrent delivery schedule includes the phased refurbishment of all the Norwich buildings, two new out of town buildings and a Contact Centre in GlasgowThe portfolio delivers, data services, IP Telephony/IT Contact Centre, wireless capability, Audio Visual solutions, printing solutions, other IT requirements

Rollout Change Integration Consultant - Strategic ProgrammesPromoted to Rollout Change Integration Consultant, on XPUpgrade & Hardware deployment for Aviva UK estateRegion of responsibility South East including the Head Office functions in Norwich Responsibilities; Regional delivery/logistic planning Risk assessment Customer management Supplier management Leading Delivery Managers & administration staff Work prioritisation & authorisation Provide consultancy where required

Project Manager - Strategic ProgrammesRollout Delivery Manager working to deliver over 30,000 XP machines to Aviva UK estate Responsibilities; Managing the end to end delivery of XP machines Ensure required software is available Ensure delivery to Customer requirements Ensure Infrastructure and Server delivery completed Managing the implementation & support team Rollout with minimum business disruption Key Achievements; Delivered the largest single rollout of approx 500 machines Delivered the largest number of machines in 2004 circa 3000 Highest delivery success rate based on number of post rollout issues Placed on the Company roll of Honour

Delivery Manager - Development Services Delivery Manager for the HR Portfolio Managing the developers and database administrators Maintaining an overview of Projects & Support as well asDelivery of BAU work Monitoring labour, software costs against budget, forecasting ongoing maintenance costs Key achievement full system upgrade to Family Pack F on time and within budgetProject Manager - Development Services Project Manager working on the Strategic Portfolio Delivered E_Recruitment across the Norwich Union Group Delivered Discover MI to work with the HR Systems Business Analyst - Development Services Business Analysis for BAU Delivery, providing Business Requirements and recommendations

Assistant Public Relations Officer - Communications and external relationsResponsibilitiesFeeding media callsWriting press releasesDealing with advertising Planning and implementing PR campaigns & managing the budgetKey skills Communication, active listening and teamwork

Temping work for: various companies.

Self EmployedCreated a company involved in promotions work for House of Fraser in Nottingham. Business planning and interviewing potential employees, financial planning and wages