Digital Portfolio, App Project

6 Month Secondment with Central Ops, leading a team of 3 PMs

– Risk Business Partner: Risk Manager role making and maintaining key stakeholder relationships, in depth understanding of business goals and strategy, communicating difficult messages to senior leaders, supporting to improve or redesign risk registers, leading workshops, providing training and 2nd line oversight of operational risks and incidents. – Developed a Conduct Risk Framework and change management programme, including company-wide training, to provide assurance on the Group’s management of conduct risk and adherence to FCA rules and guidance. This included tailoring customer outcomes reports to measure risk performance across the customer journey.– Stakeholder management at all levels, including regularly presenting to the Risk Committee.– Support Transformation PMs in managing operational and conduct risk in projects.– Process improvement of maturity assessment of the Society’s Integrated Risk Management Framework, Emerging Risks assessment and Top-Down Risks reports.– Delivered a value for money framework used by 1st line to assess the value our products provide to our customers.

– Supporting set up of new Commercial Division including developing and documenting processes, standards, shared drive structure, project portfolio and team governance– Management of collaborative pilots and projects across business units– Management of division actions and stakeholder progress communications, input into strategy planning and Board updates– Recruitment and management of Warwick Business School student for successful 3 month placement on Data Quality*The short duration of this role is because the Commercial Division was closed

– Quickly established a network across the Society working with all levels of seniority– Led projects and problem solves to reduce waste, increase efficiency and add value to the business- Developed a benefits methodology for Operational Excellence to illustrate benefits with Project Sponsors throughout the project and particularly at project closure to ensure acceptance of accountability to deliver the project benefits and outstanding actions– Awarded a ‘Group Operations Stars Award’ for ‘Cracking Customer Quality’ by the COO and twice held the OE ‘Star of the Month’– Provide coaching and guidance to other members of the team

- Developing and deploying as-is and to-be processes for both Field and Workshop service operations to enable consistency across over 20 branches, particular focus on customer touch points and simplifying systems.- Working with a group of 10 Service Operations Managers to deliver our Service Strategy through a programme of projects targeted at specific critical success factors.- Providing coaching on project management, change management, six sigma and lean (CPS) techniques to peers and senior colleagues.- Business owner for Finning's in house field service scheduling and service reporting system (FSAT). Managing the continuous improvement and ongoing development including initiating and chairing a cross functional and diverse steering group, aligning enhancement requests to strategy, providing requirements to IT for updates, co-ordinating UAT, change management and communications.- Business owner for Contamination Control, ensuring all branches submit monthly internal audits and conducting an annual official audit at each branch, providing coaching and guidance for improvement by sharing best practice.- Manage a head office team of support services administrators, ensuring we deliver what the business need to provide the best customer experience they can.- Maintaining a close relationship with Caterpillar and managing the dealer Service Excellence Performance programme for Finning.

– Led cross functional and virtual teams to deliver business critical and strategic projects and programmes, reporting monthly to board level.– Field Service IT Solution: multi-divisional programme to design, build and implement new service management software for engineers and back office teams, digitising the customer experience and selection and roll out of updated hardware solution to meet specific field requirements.– Dealer Growth & Profitability Programme: led and coached 5 business managers to project manage 7 projects in the strategically critical DGAP programme to grow parts sales and profitability including through online channels. Managed the programme reporting up to Caterpillar as significant 3rd party stakeholder.– Project managed Finning and Caterpillar’s £1million involvement in The Coldest Journey, where we sent two engineers and two fully modified Cat D6Ns to Antarctica to attempt the first Winter crossing with Sir Ranulph Fiennes.– Hand-picked for a secondment to represent the UK on a Finning International project to create a bespoke project management methodology, which is now in use across all Finning IT projects in Canada, South America and the UK & Ireland.– An ambassador across the business for lean, 6 Sigma and Project Management.

- Project Management as a 6 Sigma Black Belt working on several projects at any one time.- Co-ordination of Business Improvement Team activities, reporting on projects and recording and tracking all project progress.- Delivering training and providing support and expertise in Finning's group wide roll out of Caterpillar Production System (Lean 6 Sigma) in the UK and Ireland

A two year Graduate Management Training Scheme comprising of three eight month placements in different areas of the business. I specifically gained experience of - Strategic Accounts in Hewden - Used Equipment and Rental in Finning Construction - Business Improvement covering the whole Finning Group UK