To achieve greater benefits across their enterprise change portfolio Virgin Atlantic have implemented a Scaled Agile Framework. Moving from a Portfolio Manager position I’ve taken the role of Value Stream Lead for the ‘People’ elements of delivery. Working with the HR Senior Vice President and associated VP’s my role is to engage with the business to shape their business strategy into well-defined Epics and Initiatives that can go forward to Portfolio Increment planning events. During delivery my role is to build the transformation teams, act as an escalation point, and to ensure that the change is delivered during the agreed sprint cycle for both Technology and People transformation whilst reporting back to the senior stakeholders on progress

Managing the alignment of the company's IT strategies within a portfolio of Technology projects of various budget size, complexity, and priorities. The role included managing a team of technical Project Managers and Business Analysts to deliver Airline and Technology work in a portfolio running at circa 50 projects (from feasibility to full delivery).

The global delivery of Airline and Technology driven Infrastructure projects often across different time zones with multi 3rd party involvement which required a strong supplier and stakeholder management.

Example Project Delivery• Mobile device Management (MobileIron) implementationDuration from initiation - 5 months. The delivery of a new email synchronisation service for corporate iPhones and ‘bring your own device’ Android smart phones - this is complimenting the existing Blackberry service. End to end project management of the project from initiation, through to delivery of the infrastructure and release of the service. • MS Direct Access implementationDuration from initiation - 5 months. The assessment and implementation of Microsoft DirectAccess to replace the client’s end users VPN remote access service, this is due to be deployed to the whole estate. As part of the project a risk was raised which identified a high impact to the client and IT support. An exception was raised and further work was undertaken to mitigate the threat. Unfortunately full mitigation could not be met so a proposal for a longer, reduced pilot is being proposed. Strong stakeholder and communication skills has been required to manage this request.• QoS implementationDuration forecast – 6 months. Quality of Service implementation on the locally managed WAN and LAN infrastructure. Several external stakeholders are dependent on the delivery of this service and so the priority of this work has been set to ‘extremely high’. The work has been planned using local resource and is currently being assessed with an external supplier to ascertain whether time and cost savings can be made.• West Sussex Council’s WAN TransformationDuration – 6 months. The MPLS WAN implementation had been running for one and half years with several Project Managers. I was requested to manage the project when it had stalled and to conduct a deep interrogation so as to understand the finances and to ensure that the remaining work was scheduled with the minimum risk in the shortest time.

Project Engagement Manager The central point for customer engagement of non-Transformation Programme projects which included the full project lifecycle from pre-sales and initiation through to managing delivery, change and project closure.TDA Manger The line management of the Technical Design Architect Team

• Successfully planned and managed the deployment of a new IT Library Service which incorporated a refresh of all IT including replacing 700 new PC’s in 36 separate sites• Managed the relocation of IT equipment for the Council during a period of extensive office relocation programme• Oversaw the deployment of Desktop client application upgrades• Managed the Desktop requirements for the clients projects Achieved a revenue stream of £265k from the period of Oct 09 – Oct 10 via Desktop resourced projects• Provided expertise and direction for service improvements• Produced the exit strategy and wrote the schedule for the departure of Serco from the account.

• Estimated deployment activities in line with the Bid Teams proposal for Desktop Refresh• Involvement in the Bid Teams proposal for managed print strategy • Provided analysis for a potential transfer of neighbouring District Council Desktop services• Provided forecast on resource and revenue for projects• Produced monthly team service reports to the Client Service Manager

• Chosen by WSCC Management to represent the Desktop Support Group during the competitive dialogue for Desktop Services• Collated the required information on the existing service and presented this to the Contract Manager• Assessed the overall rating of the four service providers and scored them on their submitted bid• Produced interim support procedures for Day One transfer of services

• Managed issues regarding delivery of the service and Desktop project delivery• Developed technical service improvement strategies for the Desktop estate, which included managed desktop, software deployment, packaging tools, build standards and process improvements• Defined document standards for the group

• Project Managed the move of the customer computing centre to a temporary location during refurbishment• Designed, set-up, and supported customer specific computer environments in a proof of concept environment• Liaised with the clients Project and Technical managers to establish requirements and acceptance criteria