Moved to a permanent role at Linnaeus. Taking on the management of the recently formed IT Project Delivery function - developed the pipeline management and processes connecting through to the estate PMO function through to IT. Managed ongoing task management for project delivery in IT through introduction of planner tool. Developed the IT Programme plan and Comms plan for ongoing awareness and communication of initiatives and impact planning. Managing reporting progress through the business, including presenting at Town Halls through to reporting to Mars parent companies. Managed directly business led projects focused on efficiencies within the estate and improving the customers experience with Linnaeus.Set IT as well as Team objectives and personal development plans including training course requirements and (so far not to tempt fate) proud to be heading up a highly performing team.

Compiled programme of security projects required to rapidly progress the companies NIST scoring – required by Mars parent company – from 2022 through to 2024 (with strategic planning out to 2026). Managed the 2023 NIST assessment (taking the score through to unprecedented improvement!) Ran key projects including, the deployment of Zscaler, defined an estate wide compute review/refresh of the Build incl. a move to Win11. Implementation of software asset management. Implemented Standards, some provided by Mars, some tailored for Linnaeus. Implemented 3rd party annual security reviews bringing the lessons learnt back into the dept. Managed multiple small projects within the IAM arena to improve the management of identity and access management. Compiled governance documents for the programme including yearly budgets and reports for both the Exec at Linnaeus and Mars (MVH)Ran Steering Committee Boards within IT (IT DR SteerCo) and within the Exec (InfoSec SteerCo).

Completed a series of personal challenges including converting my camper van, I did a plumbing course then replaced my bathroom and radiators, built a kitchen and managed to fit in travelling to Ukraine, Sri Lanka and across Europe.

Snr Project Manager (with multiple extensions through my tenure) Engagement to manage across multiple international Development, QA and Business teams, the implementation of an in-house built CRM solution. This non-traditional solution, has been designed to manage the compilation of user journeys, requiring accessible real-time data to influence business strategy. I managed the 2019 project to achieve PCI-DSS compliance, and subsequently built a template project in Jira (referring to Confluence) with a new toolkit for more efficient ongoing assessment management. I also assisted in embedding an (appropriate to the business) project management function.I also completed the project management required to introduce a new brand for the company - this became a repeated process which I was able to run again and refine for future use. I completed my role in assisting in the supplier selection and contractual negotiation of a replacement HR/Payroll solution. My handover included assisting in setting up the next steps as the project moved into implementation.

Providing project management services/consultancy, across a range of projects within the transformation portfolio.The detail of which is that I aided in the procurement of the business-critical Telephony system used by the call centre (from Avaya to Mitel) Subsequently I managed the coordination of IT deliverables such as integration and security configuration. I also defined the test & training process before handing over to an Ops colleague for delivery.I owned the supplier selection, and subsequently managed the IT implementation, of a new “resource management solution” (RMS) which is key to the companies Transformation programme. I also aided in defining the integration requirements for Fleet and HR data as well as flows between the incumbent CRM solution and new Azure hosted RMS solution.Scoped portfolio level dependencies and responses including O365, functional level upgrade and data model challenges.

Took overall IT ownership and ran the programme to replace the company’s legacy HR and Payroll systems with the Employee Central and Payroll SAP solution.  The HR implementation was completed in 5.5 months. Payroll delivery was planned to be 6 months. Included scoping for additional SAP modules such as compensation, recruitment, mobile apps and within the Payroll deployment I worked with SAP, the ESI Bank and a Payroll Bureau to specify the interface requirements.  Recovered a client facing portal development project using SharePoint technology and Agile.

IT GDPR Programme Manager. Contract. Sept 2018 – April 2018In Aug 2017, I became responsible for the running of the IT GDPR Programme – liaising with Legal & Risk departments to identify, assess, analyse, prepare proposals, and set up the projects to achieve compliance. Lawyer Mobility Programme Mgr. Contract. Dec 2016 – Aug 2017I was tasked to build, cost and manage to completion, a programme of projects seeking to mobilise the international workforce. The projects included; Upgraded the companies email archiving solution - Enterprise Vault to V12 and then to EV247 (cloud) Setup and rollout (Inc. Evergreen impact) for a Win10 transition, including Office 365.  Implemented a Middle East solution for video conferencing - specific regulatory requirements. Introduced "follow you printing" across the UK offices (including GPO/security work).  I received recognition for my efforts, including the first contractor to receive a Leadership award.Technology Programme Manager. Contract. Feb 2016 – Nov 2016.I took over as Technology Programme Manager to manage to completion; Upgrading branch servers to S2012, Upgrading SCCM 2007, Upgrading to AD 2012, Upgrading Xenapp (Citrix) to 7.6 and remediating a Window 7 build/GPO structure including a desktop replace/refresh.

Tasked to work between IT and Ops to remobilise the portfolio of Transport for London (TfL) contracts.  Included implementing mobile device technology to manage operational FM services.  I was then extended to undertake an urgent merge of companies in the financial solutions for the Fire and Water division. Operating without specification and immediate deadlines.

I take breaks from contracting periodically to travel. In this instance I...- Went to Bali to progress my surfing.- I rode my motorbike to the highest point of Europe in Norway (and back) Ask me about the lack of brake I had for 1000 miles...- Went to Japan and climbed Mount Fuji to see sunrise.- Drove to Portugal, Spain and back through France to fail to find surf.

Managed the implementation phase of the EEIP (Energy and Efficiencies Industrial Partnership) which was tasked to set up industry specific apprenticeships and distribute funding to generate uptake of courses. Programme had a £3m infrastructure budget and £83 million participation/funding budget. Including;  Projects to deliver innovative learning solutions. Change projects introducing structural business change and,  Technology implementations requiring the definition/specification and implementation of a Grant Management System, and Talent Source Solution.  Worked with senior stakeholders of members representing all major UK energy & utilities companies.  Programme evaluated against publicly accessible KPI’s for all stakeholders.

Project and Programme Management across three contracts with multiple extensions. Working on global projects, systems implementations, business strategy, organisational change and business improvements/efficiencies.

Took a career break to fulfil a lifetime ambition to travel the world, taking in Everest, Galapagos, Easter Island, China, USA, Chile amongst others!

Developing from my Project Manager role at Interserve I was promoted to Business Solutions Manager, forming a team to supply Project Management, Business Analysis and Testing services to the customer base.