BA IT is building a new mulit-million pound technology platform to provide its development teams with an easy-to-adopt solution for building Service Oriented applications and services, reducing project timelines by up to 40%. I managed a programme comprising a number of workstreams to prepare the development framework and tools, and associated processes, training, and the hardware platform, for use by the IT community of over 1000. This also included a complex comms strategy to prepare the… Show more BA IT is building a new mulit-million pound technology platform to provide its development teams with an easy-to-adopt solution for building Service Oriented applications and services, reducing project timelines by up to 40%. I managed a programme comprising a number of workstreams to prepare the development framework and tools, and associated processes, training, and the hardware platform, for use by the IT community of over 1000. This also included a complex comms strategy to prepare the community for their adoption of the new technology, methods and processes. Show less

British Airways and Iberia Airlines have merged to form IAG: their new Cargo joint division needs to merge the operational systems inherited from the parent airlines. I managed the escalation and rescue of a major integration project which was overrunning due to vendor issues, and delivered to renegotiated and agreed timelines, at the vendor's cost. I also managed the first integrated delivery team across the London and Madrid teams, in the creation of the new joint IAG Cargo website… Show more British Airways and Iberia Airlines have merged to form IAG: their new Cargo joint division needs to merge the operational systems inherited from the parent airlines. I managed the escalation and rescue of a major integration project which was overrunning due to vendor issues, and delivered to renegotiated and agreed timelines, at the vendor's cost. I also managed the first integrated delivery team across the London and Madrid teams, in the creation of the new joint IAG Cargo website, including managing several concurrent workstreams, resulting in a relaunched and refreshed web presence and new online business capabilities. Show less

CEGA (who provide Air Ambulance and insurance claims fulfilment services to the Travel industry) started a project to adopt a new technology for managing Insurance Claims for their customers. A year into the project, the main issues were business engagement with the change regime. I was brought in at this time to re-engage the business stakeholders, and coordinate with the IT developments. Replanned, and implemented process changes to ensure delivery in a credible timeframe, and gave the… Show more CEGA (who provide Air Ambulance and insurance claims fulfilment services to the Travel industry) started a project to adopt a new technology for managing Insurance Claims for their customers. A year into the project, the main issues were business engagement with the change regime. I was brought in at this time to re-engage the business stakeholders, and coordinate with the IT developments. Replanned, and implemented process changes to ensure delivery in a credible timeframe, and gave the business teams confidence in the refreshed change and delivery programme. Show less

Champ Cargosystems (part of SITA) set up an experimental project to extend the life of one of its key business solutions. I was brought in as Project Manager to transition the project from research to development. I replanned and reset timescale expectations with directors, and worked with team to strengthen project processes to improve effectiveness, and to re-focus energies into ‘fit-for-business’ rather than R&D. The new clearer project processes brought to light serious technology… Show more Champ Cargosystems (part of SITA) set up an experimental project to extend the life of one of its key business solutions. I was brought in as Project Manager to transition the project from research to development. I replanned and reset timescale expectations with directors, and worked with team to strengthen project processes to improve effectiveness, and to re-focus energies into ‘fit-for-business’ rather than R&D. The new clearer project processes brought to light serious technology issues: given this, the decision was made not to proceed, and to save any further investment in cost and effort. Show less

LBI needed to in-source its invoice-processing services. I engaged with key players and developed the plans (IT, business and vendor), managed contract negotiations and implementation of the solution. This was delivered on time, enabling LBI to achieve planned cost savings. Also, LBI had a drifting data warehouse project designed to consolidate reporting and analysis of social care services. I reviewed the project processes: re-confirmed business objectives; re-set project processes &… Show more LBI needed to in-source its invoice-processing services. I engaged with key players and developed the plans (IT, business and vendor), managed contract negotiations and implementation of the solution. This was delivered on time, enabling LBI to achieve planned cost savings. Also, LBI had a drifting data warehouse project designed to consolidate reporting and analysis of social care services. I reviewed the project processes: re-confirmed business objectives; re-set project processes & documentation to allow effective delivery against expectations, targeting major improvements in service delivery effectiveness. Show less

I managed the Business Change programme which ensured the realisation of the benefits from the implementation of a new freight system. This included assembling, managing and coaching teams to:- review and redesign business processes, and translate these into training requirements;- design the global training delivery programme (82 courses and nearly 800 trainees over 3 months);- plan and manage the detailed transition activities across 60 business teams, including complex progress… Show more I managed the Business Change programme which ensured the realisation of the benefits from the implementation of a new freight system. This included assembling, managing and coaching teams to:- review and redesign business processes, and translate these into training requirements;- design the global training delivery programme (82 courses and nearly 800 trainees over 3 months);- plan and manage the detailed transition activities across 60 business teams, including complex progress and readiness monitoring/reporting. Prior to this, I managed the selection and procurement process for the new package, including:- RFP, selection methodology, and managing the selection process with senior managers and directors, through to selection of the preferred supplier and contract negotiation;- due diligence reviews with UK and international vendors;- preparation and approval of the Business Case for board signoff. Show less

Working for IT at VAA, I managed the extension of VAC's legacy IT system in several major projects, including integration with a number of national customs authorities (including US CBP)I also turned around a rogue MIS project (this also included introducing RAD/Agile techniques to VA).

I worked on several high profile bids within the Government sector of Xansa UK, helping secure Preferred Bidder status on multi-million pound Government Shared Service contracts by defining the Project Management/Delivery approach for these opportunities.

P&L responsibility for all of Xansa's work in this account, with a £4m budget. My team designed and built processes and tools to produce complex historical benefits statements for review by over 100,000 farmers across the UK farming community, and to capture and analyse the returned documents for use in subsidy planning.I managed the delivery of a portfolio fixed price projects, meeting deadlines set by senior (Minister-level) stakeholders. These included integrating legacy data from… Show more P&L responsibility for all of Xansa's work in this account, with a £4m budget. My team designed and built processes and tools to produce complex historical benefits statements for review by over 100,000 farmers across the UK farming community, and to capture and analyse the returned documents for use in subsidy planning.I managed the delivery of a portfolio fixed price projects, meeting deadlines set by senior (Minister-level) stakeholders. These included integrating legacy data from a wide and disparate set of sources; designing process and creating tools to support the cleansing of mis-matched data by 600 business owners covering around 500,000 historical subsidy claims; and developing a very complex rating engine to calculate the subsidy due to each farmer in the UK.Managed mixed-skills teams of 25 based in the UK and India. Show less

Successful delivery of a fixed price and highly time critical project, with significant financial impact for client if delivery was delayed (this project had already failed once already under the management of another provider

Responsible for managing the IT support/development teams for two HBOS subsidiaries.Managed the TUPE transfer of the teams from local management to Xansa, bringing the team into line with the Xansa's quality, delivery and management methodologies, while maintaining the service delivered to the business, and retaining the team members' commitment during their outsourcing. Grew the teams from 6 to 18, managing several large extensions to the in-house business systems.Introduced… Show more Responsible for managing the IT support/development teams for two HBOS subsidiaries.Managed the TUPE transfer of the teams from local management to Xansa, bringing the team into line with the Xansa's quality, delivery and management methodologies, while maintaining the service delivered to the business, and retaining the team members' commitment during their outsourcing. Grew the teams from 6 to 18, managing several large extensions to the in-house business systems.Introduced processes and mechanisms which allowed the team to cope with larger and more complex projects and an increasing support workload, including engagement with Xansa India. Show less

Worked on an internal change programme to implement SAP Financials in Xansa. Managed the development and delivery of process design and training across the UK and internationally.

Managed a B2B internet project to allow BT business customers to raise and review service requests via a 'self service' portal, driving down BT's support team costs.

Responsible for managing the IT support/development teams for two HBOS subsidiaries.Managed the TUPE transfer of the teams from local management to Xansa, bringing the team into line with the Xansa's quality, delivery and management methodologies, while maintaining the service delivered to the business, and retaining the team members' commitment during their outsourcing. Grew the teams from 6 to 18, managing several large extensions to the in-house business systems.Introduced… Show more Responsible for managing the IT support/development teams for two HBOS subsidiaries.Managed the TUPE transfer of the teams from local management to Xansa, bringing the team into line with the Xansa's quality, delivery and management methodologies, while maintaining the service delivered to the business, and retaining the team members' commitment during their outsourcing. Grew the teams from 6 to 18, managing several large extensions to the in-house business systems.Introduced processes and mechanisms which allowed the team to cope with larger and more complex projects and an increasing support workload, including engagement with Xansa India. Show less