Responsible for delivering the Virtual Lucy digital health platform in to the NHS. Ongoing client relationships with AXA Health to deliver roadmap developments on the Virtual lucy platform. Led Operational change in the contact centre, increasing SLA performance by 30%.Conducting 121 development reviews and coach and mentor to a Project Manager

AIS was founded as a Professional Services Business providing project delivery expertise in digital transformation and software development. I built and led a multi-disciplinary team, applying agile methodologies and leadership from the discovery phase to implementation, to rescue a failing project and deliver an innovative digital health web application for Healthcare Business Solutions Ltd, used to remotely assess private patients (AXA) and NHS patients through fully recordable video and audio appointments. c5000 users of the solution to date.

Interim Programme Manager, responsible for leading the launch of their Buy now, Pay later, e-commerce payments service in the UK. Leading a global, multi-dimensional team consisting of 12 project workstreams and suppliers and managing the impact of a full system and product rebrand to deliver inline with agreed milestones and quality metrics. UK was live and trading in 8months with no critical defects

Part of the Executive Leadership team and responsible for delivering the business case to build a new ecommerce, buy-now pay later digital business. Planned the full programme and implemented a risk and controls framework to ensure delivery success. Leading the business through an agile culture change and delivery across the full SDLC (Software Development Lifecycle) to deliver a mobile and web cloud hosted ecommerce platform. Fully compliant and live 8 months attracting a takeover from Afterpay Group within 6 months of going live

Project lead for the migration of an on-premise data centre to a Private Enterprise Cloud. Led supplier contract negotiations, Project planning using Waterfall methodology and leading working groups and steering groups as well as progress tracking using status reports and RAID logs. Delivered to time and budget

End to end lifecycle management of the £1.5m budget to deliver a strategic, vanilla, document composition service which was a key enabler of a £300m+ banking transformation programme to deliver a new core banking platform and critical to the future operating model of how the bank communicates with its customers. Project successfully delivered. Responsibilities included:• Development of business vision and creation of approved business case • Matrix management of a multi-disciplinary team of over 20 FTEs including 3 business analysts in addition to employees of Communisis – industry leading supplier of document management solutions• Dependency management and planning to maintain commitment to wider banking transformation programme – deviating with approval from traditional Prince2 methodology and adopting agile techniques to manage and meet changing demands and timescales• Successful lead the selection of the 3rd party supplier through the RFI/RFP process and subsequent commercial and contractual negotiations• Accurate budget and revenue management and forecasting of day to day project spend and change control• Reporting, monitoring and management of project RAID issues, stakeholder updates and adherence to wider programme governance• Senior stakeholder management, managing needs and maintaining commitment to phased release plan and facilitating project steering meetings• Led the team of 3 Business Analysts in the capturing and documenting of functional and non-functional requirements, process remodelling, GAP analysis and rationalisation of c3000 documents • Ensured adherence to solution design principles of wider banking transformation programme • Close supervision of testing phases to comply with wider programme requirements and timescales

Responsible for business readiness analysis and strategic release planning of a number of projects forming part of a wider £700m Transformation Programme impacting the Retail Banking distribution sales channels incorporating branch, call centre and ebusiness. Providing project management disciplines and business analysis to aid Executive and Senior Management decision making. Responsibilities included:• Production, sign off and presentation of a detailed delivery roadmap to over 20 senior stakeholders• Creation of a customer and colleague journey map, providing detailed ‘To-Be’ analysis to aid executive decision making – influenced a significant change in delivery approach for the new Banking Transformation Programme• Project Managed an executive led and confidential initiative to review the current mortgage distribution operating model:  Built and led a multi-disciplinary team at senior management level to identify efficiency opportunities Documentation of ‘As-Is’ position through use of SME resource, enabling detailed financial and process analysis Delivered a strategic options paper for the Retail Executive Committee detailing proposed operating model and identifying efficiency savings in excess of £2.5m which was accepted.

Responsible for the co-ordination, management and successful implementation of a number of General Insurance projects into a large, multi-site sales and service Call Centre comprising 500+ FTE. Incorporating project and implementation planning, budget management, senior stakeholder management, solution design and analysis, training and communications and user acceptance testing. Key responsibilities and achievements include: • E2E lifecycle mgt of a motor/home script enhancement project controlling budget of £500k, ensuring regulatry compliance and delivering benefits of £150k / annum> Business change mgr for a sales improvements project to deliver technology driven solution to follow up and close motor and home sales quotes (£1m). developed and owned business case and managed end user recruitment, training and comms as well as benefits realisation of £2m / annum> Delivered a failing project to upgrade outbound dialler in readiness for a large scales desktop transformation project. managed £350k budget and 3rd party suppliers to remobilise and deliver to revised plan and to budget> Project manager of first GI Retention team in Cooperative Financial services, responsible for £440k budget and all readiness activity to deliver in year revenue benefits of £1.5m> People mgt and personal development of 5 business change consultants