Chair of the BoT. Voluntary role.

I’m happy to announced I’m now retiring from paid work to focus on my voluntary roles.

Chair of the Care and Support Committee and volunteer on Services and Community Committee

IT PM Data Migration

I operated in a client facing role to project manage the delivery of a back-office Insurance solution by using a blend of traditional software development life-cycle techniques and more agile approaches. I took TGSL’s ‘vanilla’ solution and. I liaised with Business Analysts to tailor the core package by translating the client’s requirements into signed-off specifications. I used ground breaking website design and functionality to build a web journey that minimised user drop off rates whilst maximising customer data capture. In parallel I led the data migration work-stream to bring all impacted parties together to create an achievable migration and implementation plan.I chaired Project Board meetings with senior stakeholders and project sponsors to communicate and provide visibility of the progress. This ensured that they could influence the outcome of risks caused by delays in critical dependencies from the third party service providers outside of TGSL’s control.I managed the Business as Usual priority bug fixing for TGSL’s largest client in parallel to managing critical changes across multiple code-lines. Worked with a formal release schedule to align bug fix releases alongside formal Change Requests. Managed Project Risks, Issues, Dependencies and Assumptions in addition to resource constraints.

I have been engaged by a small local Business to review their work flow, systems and processes. To create and refine staff role profiles and to link their objectives to the current Business Plan to ensure that the Business meets their financial targets.I am reviewing the Business Plan and Marketing strategy.I am reviewing current policies and procedures including Health and Safety policies.

IT Transformation & Capability Development Manager Nov 2012 to Oct 2013• Implemented Performance Academies across the global IT and Change Division to deliver globally and externally recognised Capability Frameworks to target growth in key capabilities• Negotiated with key stakeholders and HR Business Consultants to overcome resistance due to restructures in the UK, European and North American divisions to achieved an 81% UK completion rate of Self-Assessments• Overhauled and implemented the Graduate Emerging Talent programme• Managed UK teams to deliver throughout a significant transformational change programme driving headcount reductions (600 out of 3000) and introduced clear guidelines to ensure transparency between the development outcomes of the capability review and the criteria of the assessment and selection process• Implemented monitoring to ensure that L&D interventions addresses critical capability gaps• Leveraging external networks in charity sector, sourced professional volunteering opportunities into the training and development plans of key staff leading to savings of £150,000 from the training budget

• Accountable for the performance and development of Senior Project Managers and Senior Business Analysts in a matrix managed environment• Managed teams of up to 40 people through significant transformation change and restructure programmes • Employing, renewing and exiting external contractors with a combined annual spend of £1m• Ability to differentiate high performing talent, pin-point individuals’ training and development needs and implementation of performance management in-line with HR policies and procedures.• Responsible for pay and reward of Change teams with head count of 140 people by working with IT Directors, HR business Partners and Heads of Delivery

• Managed multi-site and multi-disciplined UK and offshore IT teams responsible for critical on-line system support across the full delivery life cycle by effective and flexible use of an internal and external resource mix • Designed and implemented an Operational Supply Group to manage supply and demand constraints across IT teams to minimise impact on release schedules through effective use of a Project Governance framework• Created and maintained effective relationships with key stakeholders to reduce impacts on delivery – ability to manage and resolve blockages and conflicts arising from the sharing of Development, Test and UAT environments.• Acted as trouble shooter for failing implementations using relationship and stakeholder management skills to improve morale of failing teams and to bring project delivery and implementation back on track

• Accountable for the service management and development and delivery for 64 live systems, including six business critical systems with an annual budget spend of £3.5m with 24 x 7 support in UK and India• Managed teams through two reorganisations leading to UK headcount reduction from 40 to 25• Integrated five separate teams into one overall structure, paving the way to transitioned system support to offshore IT support, with cost savings of £2m p.a. – worked in India to support this transition• Adherence to SLA with 99.8% of incidents resolved within targets agreed through business lines

• Delivered the IT simplification and technical decommissioning work stream for the largest insurance system decommissioning programme in Europe by implementing a “decommissioning factory” approach which was highlighted by external auditors and FSA as being of particularly high• Employed relationship and stakeholder management skills to transition UK system knowledge to GSPs• Removal of an entire legacy mainframe infrastructure across a single site including the matrix management of different subject matter experts and teams which peaked at 350 across multiple sites in UK and India• Project managed the release schedule allowing 310 applications decommissioned with a further 319 applications decommissioned in 2006/2007 – utilised the “factory” model, saving the organisation of £18m, including savings of £1.2m in licence costs for mainframe consolidation, with no negative impacts on service• Passed significant audit checks for claims “dead-wooding” which lead to a reduction of £50m in reserves• Utilised multiple onshore and offshore suppliers to support the financial reconciliation, data archival of 21m policies and claims, data cleansing, and business process change all with the management of a budget of £5m per annum

• Transitioned UK based live support to India requiring careful expectations management of senior stakeholders during the transition to 24 x 7 support model by implementing a mix of onshore UK based staff and offshore GSPs• Accountable for BAU live support for MI and Finance systems along with management of the design, application support and application development for the systems• Responsible for the creation, population and support of the organisation wide data warehouse. Managed the performance of a highly skilled UK based work-force of Developer and Analysts through the restructuring as it aligned to new Service model, improving service and reducing costs• Project managed the integration of offshore development and support teams into the existing workflow and managed knowledge transfer to third parties in India, including time spent working in India. • Managed the service transition from one offshore partner to another with no impact on SLA

• Successfully extracted Management Information from a range of technical platforms and data bases using full technical competence in use of mainframe COBOL, Easytrieve, Focus and SAS• Team Leader for MI Live support team on the Finance Systems Integration and creation of a set of Finance Datamarts to integrate 4 General Ledgers following the merger• Senior Business Information Analyst/Programmer and Financial Management and Information Analyst