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Simon is the director a small business consultancy, providing a variety of services to private and public sector clients. These include:Programme and Project ManagementBusiness Change and TransformationPolicy and process creationSolution designBusiness coachingSmall business growthPerformance and leadership coachingMental Health First Aid TrainingWith considerable experience in the cyber security and national security domains, Natimon Consulting is well-placed to offer its expertise to help other organisations achieve their objectives.

Simon is providing delivery management services to Austin Elliot for one of their strategic contracts. The services being provided include:Management of £10m investment budgetPortfolio management of multiple commercial contractsDelivery management and oversight of the 7 project teamsOrganisation of, and running of, PI events across the departmentEstablishment and maintenance of relationships across capability centresSupplier manager of the client's key technology partner

Simon worked as the Business Change Lead on a large convergence programme, bringing four strategic partner organisations together to use a single asset management tool. Simon was key in working with the stakeholders across the different organisations to prepare them for the change, and carry out key analysis in order to ensure that the various departments were ready for go-live. This included, but was not been limited to, tasks such as:- Carrying out change analysis for each of the workstreams to identify key changes that would occur as a result of the convergence programme.- Setting up of, and subsequent running of a ‘Change Network’ that enabled local change champions to assist the Programme in spreading important updates, provide feedback, and to help with feature development.- Creating communication plans for each of the organisations.- Working with a highly varied mix of stakeholders in order to help them navigate the impending, significant, change.- Creation of a training plan for each organisation in order to prepare key resources for the new tool.- Delivery of training on the new tool.- Use case development.- Requirements gathering.

Simon was brought in to help one of IBM’s key accounts to evolve the ways in which they plan and deliver their technological objectives. Mainly focusing in the Big Data domain, Simon was key in organising the various project teams, implementing Agile working practices, and delivery discipline. He he led three teams in the Data Cataloguing space, to help the customer develop organisational principles, as well as a prototype catalogue, as part of a wider business transformation programme. The focus of this work was to:• Develop a programme roadmap, covering different workstreams.• Create and maintain a stakeholder map, and subsequent stakeholder management plan.• Create of a communications plan.• Implement an information campaign to create awareness of the Data Catalogue work.• Organise and facilitate various workshops.• Create a business change plan, taking into account the ADKAR principles.• Liaise with other business change functions in order to achieve maximum awareness of the data cataloguing campaign, as well as identifying dependencies on the workstream.• Produce regular progress reports.

As a Programme Manager within Raytheon UK, Simon was responsible for the successful delivery of the accounts largest programmes of work, valued at £36m. This programme of work covered a key customers large-scale modernisation and rationalisation of their current systems. Key responsibilities included:• Day-to-day management of the programme in accordance with MSP principles• Resource management of 85 people, spread across 9 project teams• Commercial management of the contracts and statements of work associated with the Programme• Management of 4 sub-contractor contracts• Financial management of all programme activities• Working with the Customer to develop strategic direction and ensure programme aims maintain alignment to this strategy as it evolvesAs well as the core programme management activities above, Simon also formed part of the Programme Leadership Team, responsible for the continuous development of the Programme Management function within the Business Unit. Immediate line management of personnel also formed part of Simon’s key duties, with an emphasis on developing the next generation of project and programme managers for Raytheon UK.

Employed as a delivery manager working to a key Public Sector customer of Boeing Defence UK, Simon was responsible for delivering a large-scale transformation programme involving moving the Customer to a more cloud-based way of working. Key responsibilities included:• Planning and scoping of a large and complex programme of activity to enable the Customer to transition to cloud-based working.• Programme management of three very different packages of work to ensure that they all work to achieve a common goal.o Technical designo Development and buildo Business change• Implementing an Agile-based way of working, utilising Kanban and Scrum methodology to ensure flexibility. This included:o Coaching of teams to have them structure their thinking around outcomes and valueo Running of workshops to educate teams on Agile workingo Continuous improvement using feedbacko Working with the Agile community within the organisation to ensure that the ways of working and thinking remain up-to-date• Implementing a DevSecOps model to align the migration activities, and then have them adopted as business as usual.• Day-to-day management of project team.• Working with chosen vendor (AWS) to establish the most suitable platform choice for the Customer.o Work with AWS to create a Statement of Work which move the Customer to move from their current model, through a training and development programme,• Financial management.• Resource management.o Working to create the right team mix, with a diverse and inclusive mind-set, so that everyone is able to work at their best• Creation of, and implementation of, appropriate governance processes.• Stakeholder management up to and including deputy director level.• Liaising with external partner organisations to ensure a collaborative approach is taken regarding design, patterns, and accreditation matters.• Integration of project objectives with the Customers wider organisation.• Requirements management, including elaboration.

Simon was employed as the PMO Manager, with the primary role of managing the Delivery Management Workstream within a project that was working to standardise the way that 4 different government organisations carried out service management activities. Main responsibilities included:• Creation of standardised governance processes that were used by 8 different project teams.• Transitioned project teams to using Jira as their main backlog management tool.o Creation of a standardised backlogo Implementing a uniformed approach to structuring the various project teams Jira boards• Implemented Agile ways of working.o Facilitating and running of workshops to inform senior stakeholders on the changes required in order to successfully implement, and adopt as business as usual, Agile methodologyo Facilitating and running of workshops to coach senior stakeholders into moving their thinking towards an outcome-based, and value focused model.o Achieving buy-in to utilise a Programme Increment Planning model to ensure alignment and to identify cross-dependencies across teams• Managed the PMO team.• Representing the Delivery Management Workstream in management meetings.• Liaised with the Customer to ensure timely sign-off of completed deliverables prior to invoicing.• Interfacing with Micro Focus back office to facilitate submission of invoices.• Oversight of project finances.

Simon was responsible for the delivery of a £2.8million portfolio of cyber research and innovation activities. Employed as the delivery manager, key responsibilities included:• Management of multiple workpackages including:o Cyber vulnerabilities.o Secure mobile technologies.o Common architectural standards.• Working with internal technical experts to map out multi-year roadmaps and strategies.• Requirements gathering and elaboration across multiple organisations.• Engagement with industry partners to grow the UK SME market in various areas of Cyber Security, through contracting them to undertake research projects.• Management of the portfolio in order to maintain spend targets, as well as business priorities.• Ownership of relationships with a wide range of government departments.• Commercial management of workpackages, including statements of work, scope, price negotiation, and contract award.• Accountable to board of investors for using industry to achieve desired research and innovation outcomes.

Simon was promoted to the role Area Lead for a Government client in Cheltenham. Acting as the sole interface between IBM and this strategically important Customer, responsibilities included:• Played an integral role in winning the contract to provide a £19m, multi-year service.• Took on the role of IBM as the Service Delivery Manager.• Ensuring the successful delivery of multiple projects using a scaled Agile approach (SAFe).• Working with the Customer to formulate a multi-year strategy to align their technologies with the wider organisation.• High-level stakeholder management.• Building and maintaining strong relationships with key stakeholders to secure future business.• Management of multiple project teams – a total of 42 people.• Commercial management of multiple contracts.• Resource management.

Simon worked on a UK Government re-hosting project in the North-West of England. Responsibilities included:• Project planning and tracking against the plan to ensure successful achievement of contracted milestones.• Responsible for delivering a complete hardware refresh and application migration.• Transition of project from waterfall to Agile methodology in order to provide the Customer with more flexibility.• Management of technical resources to achieve delivery of scope.• Stakeholder management to ensure that customer dependencies are met.• Risk, issue, and dependency Management.• Quality assurance of all work products.• Programme governance and supervision of PMO staff.

Based in Qatar, Simon delivered a large £7.1million Cyber Security Project, including the build of a Security Operations Centre, to a high-profile customer in a demanding environment. Key responsibilities included:• Project planning and co-ordination of three different workstreams, then tracking against these plans to ensure successful delivery against the agreed project milestones:o IT Infrastructure Build.o Business Processes and Training.o Client Onboarding.• Project reporting to show progress and status updates to the Programme Director.• Management of project finances.• Management of the Project Team (10 people based in two countries).• Stakeholder management of external customers while recognising the cultural differences of working in the Middle East.• Risk, issue, and dependency Management.• Compliance with the BAE Systems Lifecycle Management and Assurance model.• Resource management.

Simon worked as the Assistant Project Manager on this Cyber Strategic Programmes project. Working with the Project Manager to ensure that the large, high-profile project was delivered on time and within budget. Simon was responsible for:•Creating a reporting template acceptable to the client.•Liaising with Operations regarding resource requirements and the onboarding processes.•Maintaining project finances, including forecasting, resourcing, invoicing, and procurement.•Ensuring that documentation is reviewed according to the agreed standards and that it is submitted before any deadlines.•Project planning.•Organising and running a variety of client meetings and workshops.

Integrated within the client delivery team, Simon worked as the dedicated PMO on a large government programme for BT. Working directly to the Programme Manager, Simon was involved in many aspects of the day-to-day management of the Programme. These included:•Creation of a standardised reporting template so that the different project managers could report in a uniformed fashion, thereby making programme level reporting easier and more efficient.•Project managed the identification and implementation of a technical solution to improve accuracy of financial information being inputted into the government system.•Formulation of a programme communications plan.•Financial forecasting to ensure the accurate accounting was possible upon reconciliation of actual costs against forecast costs.•Resource planning with the project managers so that resources were not over-stretched or double-booked.•Raising resource requests through the central BT requisition process.•Raising of purchase orders following BTs procurement processes.

Simon worked as the dedicated PMO on this large Commercial project, which was delivered in an Agile approach. Working alongside the Project Manager, Simon was actively involved in resource planning and project reporting as well as offered advice on project finances. In addition to these, Simon also took ownership of:•Accurate recording of financial information in the Cost-to-Complete model including forecast and actual labour costs.•Reconciliation of invoices received from sub-contractors and raising of accruals.•Raising of invoices in line with the project milestone tracker.•Acted as a single point of contact to procure and source new equipment and hardware for the Project Team.•Compilation of the weekly customer report.•Engaged with counterpart PMOs within the client and the sub-contractor to establish strong working relationships so that any potential issues could be pre-empted and dealt with before they materialised.

Worked with a UK government department to help transform their culture and understanding of collaborative knowledge sharing and continuous improvement to allow them to better prepare for future developments and change within their sector. Working directly alongside the client, lead a variety of stakeholders through a series of change interventions to ensure a dynamic and forward looking culture is embedded. Main deliverables included:• Implementation of a new roles and organisational structure.• Implementation of knowledge sharing and continuous improvement initiatives.• Working with the client to design and integrate a more robust Quality Assurance framework.

Various roles in the UK and Saudi Arabia