Working with clients to plan, procure and execute IT application development and business change projects.

Offering Programme, Prōject and Portfolio Management, Mentoring, Up Skilling staff, Internal team efficiency improvements, delivery lifecycle and programme set up, options & cost proposals, contract review/renewals, design authority, suppliers and sub contractor management services. Areas of expertise; Business Change, IT Infrastructure, Mobile and desktop app development, integrations, data automations and warehousing, labs/demo/PoC.

Operating as both delivery and assurance within Route Services at Network Rail, to ensure shaping and delivery of various projects across IP Enterprise Portfolio and Programme Management - Managing team members, sponsors and suppliers across the IP Portfolio- Shaping projects within the Portfolio from WO/RFQ to successful delivery - Using SI & non SI frameworks- Ensuring clarity and collaborative working between NR, Suppliers and Business Customers- Adherence to NR and Supplier models and Processes - Creation of cost proposals and budgets - Rigorous Weekly and Monthly progress and budget reporting- Suppliers and Consultants: CSC, Computacenter, IBM, Oracle, SAP, Accenture, BAE, Capita, Bentley and Cognisant- Involvement in benchmarking successful projects- Systems: Oracle Enterprise; portfolio and programme management, Primavera, Team Member, E-Business Suite, Projectwise. ARM: Risk Management. DOORs: Requirements Management. Survey Data Management Applications.

Reporting to the IT Programme Director, as the Programme Manager, I was responsible for managing RMG’s IT Programme (totalling £43m) to deliver efficiencies and improvements via a 2 Release Programme. - Management of a diverse team of business stakeholders, subject matter experts, sponsors, system suppliers and consultant’s split across multiple releases, using a complex knit of requirements, agile sprints and waterfall delivery methods within a single schedule- Management of system configuration, customisation and developments, under tight timescales, across a number of locations - Managing a variety of supplier schedules and priorities into a single programme schedule- Developing materials and reports for strict weekly reporting timetable to senior executive board and CEO level- Developing RMG IT Strategy with Delivery Director; a growing IT department, with a desire to reduce system complexity and improve data integrity, an expanding landscape of newly opening depots and hubs, on boarding new technologies and integrated systems to allow the growth within impacting the operation - Working with team and Operations to monitor impacts and adhere to Union restrictions- Identification of delivery modules and contents, alignment on schedule and relating timescales- Working with suppliers and consultants to agreed working terms and conditions, practices and working locations- Quality Assurance and best practice guidance for Requirements and Analysis stages - Participation in key delivery and scoping sessions with team- Weekly check points, team meetings, R&I sessions and Deep Dive meetings when required- Weekly Reporting up and over for progress and escalations when required- Authority and approval to spend change scope, timescales and direction (when acting as PD)- Suppliers and consultants: Lockheed Martin, Oracle, SAP, CSC, DataRe, Opus Trust, Steria, BlackBay, Neopost, Moorhouse, Infosys

Reporting to the IT Programme Manager initially as the Project Manager and then as a Release Manager, I was responsible for managing content of multiple release modules with variety of suppliers and requirements, analysis and gathering of the original requirements and tender exercise’s. - Managing Sprints, Releases and Scrums within Release and cross release areas- Managing varied individuals, stakeholders and execs and contributing to the module and sprint content at a lower level and within the prior release to allow integration - Management and coordination of teams to undertake Data mapping, modelling, migration and System Module matrix development and used amongst all suppliers and developers on the programme (Customer, Operational, Pricing and Revenue Data)- Management and coordination of teams to undertake Data Analysis, Cleanse, Data extraction from legacy systems and data modelling tasks designed and implemented to improve data quality and consistency (Customer, Operational, Pricing and Revenue data)- Management and supporting team to establish Pricing, Rating, Operational and Revenue processes and system procedures, data triggers, costs, calculations and system mapping to final invoice creation, including refunds and credits- Management of team to create and contribute to Use Cases, Network Diagrams, Architecture strawman’s and System Flows to support Programme design and integration - Business Case rework into Releases, gaining approval of spend - £43m- Feasibility and scoping of the release modules and content, including; program and data matrix, data files, mapping and cleanse activities following supplier award and kick off- Contract Negotiations and Award- Tender to market, scoring and levelling- Tender documentation drafted and signed off- Initial requirements and scoping exercise for Projects within the Programme - Suppliers & Consultants: Logica, CapGemini, SAP, CSC, DataRe, Oracle, Big Machines, Sales Force, SAGE CRM,

Reporting to the Projects Delivery Director, I was responsible for managing Veolia’s IT Programme (totalling £5m) which supported a New Office build and relocation; - Phased Implementation of a new IP Telephony hardware and Unified Communications software this was across various satellite sites throughout the UK. - Implementation of new LAN for newly constructed building, including networking, cabling (passive/active), patching (Molex). Construction (M&E etc.), this included the co-ordination of the builders Goodmans and MACE. - Implementation of IT Fit throughout new building including IT Infrastructure, Servers and Comms Rooms, Audio Visual (H/W & S/W), Conferencing (H/W & S/W), Wireless internet, Internet Kiosks, Cabling and Patching throughout the building.- Suppliers: BT, Siemens, Computacenter, Citrix, MACE, Goodmans

Reporting to the Projects Delivery Programme Manager, I was responsible for managing various application and software upgrades and business process change projects, as well as introducing culture, change management and new strategies into Veolia’s strategic development plan; - Implementation of a new Disaster Recovery Plan and Strategy with HP- Change and upgrade the Anti-Virus Software from Sophos to Symantec- Upgrade Citrix environment to the latest software version- Undertake the feasibility and analysis phase of a Data Centre Relocation Project- Undertake the feasibility and Analysis phase of Flexible Working and Benefits

Reporting to the Head of Planning and Assurance, I was responsible for managing the change management project; impact assessments, feasibility studies, requirements gathering in order to evaluate conceptual change initiatives, on both process (BPM) and system changes (SAP and Siebel software).As well as business ownership of the tactical and strategic development plan, feasibility studies into the transformation programme change initiative, subsequent Impact assessments addressing cost/benefits and solution. Business Requirements for change initiatives and development of change programme resource plan and benefits tracking process

As a Business Analyst in Business and Engagement area, I was responsible for the redesign of back/front office processes and procedures (Business Process Mapping) in preparation for a new CRM system (SAP, Siebel) to be implemented, and developing training strategy along with the materials and documentation based on change environment, new processes and system functionality being implemented. Working with varity of suppliers and consultants; Spring, Accenture, SAP, Siebel, HP

Working as the internal communication manager for this large CRM programme I wasresponsible for the design, development and delivery of an effective communications &Marketing strategy across the Business Change Directorate. Explored new creativeinitiatives aimed at increasing engagement through communication & marketing.

Working in the Programme Management office my main responsibility consisted of thetracking and reporting functions on start-up projects, managing the team budget,recruiting & training staff on computing systems, work procedures and managing theInduction process for new starters.

Permanent and temporary recruitment, IT training

Coordination and processing of prosecution and summons documents. Handling enquiries from defendants. Accompany prosecution to High Court as assistant

Customer service and order processing of Accountancy books for retail and commercial customers. recommendations on study modules and book selection. Bookstore concessions manager for Blackwells and Waterstones (weekly trips into London to replenish stock in stores)

Book keeping and accounts for customersVAT Returnscustomer questions and book keeping advice