Career Summary
• 17 Years – Programme Management, Project Management & PMO delivery specialist
• 2+ years at Bank of Tokyo Mitsubishi UFJ – Programme Management Department
• 5+ years at Lloyds Banking Group – Change management delivery in three Group Divisions
• 10 years in the Outsourcing sector – change roles in Capita Group and Computacenter
• Professionally qualified in project management (Prince 2, PMP) and programme management (MSP)
• Educated to MBA level
• Security cleared (SC Level)
Key Skills
• Programme & project delivery and governance focused
• IT strategy and improvement initiatives, including departmental business planning
• Coaching, leading and developing Project Managers and PMO staff through delivery
• Tight delivery of scope to time, cost, quality using structured programme & project methodologies and lifecycles – including Business Case development and benefit tracking through delivery
• Operational acceptance of platform implementations into Production – focus on protecting live service
• Strong financial tracking & control (£30m +) and demand pipeline management
• Recruiting and leading delivery teams in a matrix management environment, including offshore delivery
• Programme & project planning (MSP), monitoring & control and strong stakeholder management
• Strong programme and risk governance, reporting and executive level stakeholder management
• Flexible, resilient and pragmatic change practitioner, including PMO specialist
• Solid IT delivery skills – infrastructure, end-end application development, testing & service protection
• Strong 3rd party vendor management & governance
Employment History
Computacenter –
September 2014 – Present (Contract)
Programme & Portfolio Manager – The role is to manage the portfolio of infrastructure projects (Cisco LAN upgrade at John Lewis stores, new Waitrose branch openings, desktop upgrades and Windows Server upgrades) for a key Computacenter client, John Lewis Partnership. The specific responsibilities are:
• Manage 4 Project Managers and 3 PMO people covering 6 large scale infrastructure & IT projects
• Governance control of all projects in the portfolio
• Authorise the delivery model for all new sales proposals submitted to John Lewis Partnership
• Manage the demand profile for Computacenter resources on to the John Lewis Partnership account
• Governance of small change delivery management
• Issues resolution and escalation
• Total delivery value of the portfolio is £4.8m
Bank of Tokyo Mitsubishi UFJ
June 2012 – September 2014 (Contract)
IT Programme Manager: The role was to set up and manage the delivery of a full EMEA wide IT Technology Transformation Programme, including PMO support set up – Infrastructure strategy, desktop transformation & lifeline system upgrades into live Production. It has required constructing a 3-year £32.3m strategic portfolio road map for EMEA IT infrastructure, identifying the projects, governance, costs and business value. In addition a team of 15 Project Managers, 6 System Analysts, 3 PMO Analysts and forward planning the technical resource requirements on a rolling 12 month basis. Specific responsibilities include:
• Identification of sub-portfolios and projects with Business, IT & EMEA stakeholders – peak concurrent total of 44 projects, but delivery of over 60 infrastructure changes and platform deliveries into Production – 3 year budget estimated at £32.3m
• Example projects delivered as part of the IT Programme; Exchange & Lync upgrade, Active Directory upgrade, Windows Server upgrades, SAN upgrade, security product implementations, monitoring & back-up tool implementations, SharePoint 2013 implementation, Cisco Switch upgrades and a Citrix rationalisation
• Full lifecycle delivery responsibility from initiation through to operational acceptance into Production (including non – functional aspects of delivery)
• Set up of programme governance, programme/project plans, milestone reporting via new PMO processes
• Recruitment and management of 15 Project Managers, 3 PMO people & 6 System Analysts (at peak) and virtual, international delivery teams in satellite EMEA branches
• Construction of top-down technical resource profiles (demand profiles)
• Construction of IT strategy improvements & 6 monthly business planning documentation
• Liaising with Enterprise Architecture on improvements, programme road-maps, technology road-maps and conceptual designs
• Risk & Issue resolution & senior director level stakeholder management (to Board level in Tokyo)
• Strategic vendor selection and management, technology evaluation
Lloyds Banking Group – Group IT – Genesis W&I Transformation Programme (International LBG Bank)
October 2010 – June 2012
Group IT Programme Manager: The role was within Group IT aligned to the Wealth & International Division delivering the IT scope for a Strategic Transformation Programme. Genesis was the replatforming of the International Retail Bank (Greenfield delivery of the Temenos T24 platform). I was the Group IT Programme Lead facing into the Business delivery team. The scope for IT was to deliver the new to Bank technology infrastructure & environments for T24, deliver interfaces, manage the non-functional deliveries and IT implementations / operational handover into Production and Group IT Service Delivery. The role responsibilities were:
• Managing 6 IT PMs and associated Group IT teams, numbering up to 49 IT specialists on & offshore
• Cost & budgetary control (initial review and change to the IT Business Case) – the lifetime IT budget responsible for estimating and delivering – £15.1m
• Identifying and managing the IT programme plan and milestones– 3 functional deliveries into Production and a legacy system migration
• Set up and management of the IT PMO and associated processes in line with Group methodology Delivering to internal LBG delivery methodology (QMS), quality standards & tools
• Engaging IT Supply lines and managing the Programme deliverables from Group IT and a local Jersey based IT Department
• Liaison with the Business Programme Delivery Team day-day & International IT Directorate
• Recruitment & resource management of the IT Delivery Team and tactical technical teams
• Monitoring & control activity – reporting to Executive level, IT issue / risk management & resolution (escalation point) and multiple ‘deep dive’ packs for senior review and decision making
• Driving the IT implementation through LBG service quality gateways into Production – new to Bank technology and operational IT processes
• Weekly travel to Jersey & other UK sites
• Task management and coaching of junior project managers
Lloyds Banking Group – Group Operations Business Integration Programme (HBOS & Lloyds TSB Integration)
August 2009 – October 2010
Programme Manager: The role was based in the ‘Business side’ Delivery Management Team of the Group Operations Divisional Integration Programme. The Team was responsible for leading the programme management activity for all Group Operations integration migration activity (Releases A-J and Wholesale migration). I was the Group Operations Divisional Lead for the non Release A & C Integration Programmes – Cards, Loans, Customer Data & Mortgage Migrations ensuring mobilisation, planning and governance control was in place through Group Operations and aligned to Group IT.
• Ensuring Group Operations estimates and business cases were produced and signed off through appropriate directorate governance (and aligned to the Retail Division’s Business Cases)
• Responsible for tracking Group Operations delivery costs across all Business Units – totalled £22.7m and reporting budgetary data to the Group Operation’s Integration Director
• Responsible for ensuring Group Operations BUs were resourced, engaged and aligned with multiple releases of the Retail Integration Programme – primarily detailed programme plans
• Mobilisation and matrix management of Group Ops Business Unit Project Managers ensuring plans, costs, benefits, risks, issues and quality standards were identified and managed in line with Divisional processes
• Stakeholder management and reporting to senior Group Operations and Retail stakeholders
• Project management of cross-divisional projects that did not fit into integration programmes i.e. End User Computing rationalisation across Group Operations.
Lloyds Banking Group Insurance Division
July 2007 – August 2009
Programme & Portfolio Manager: The role was programme and portfolio management of end-end IT Projects aligned to the Finance Department and work on the integration of Lloyds/HBOS structures during the Day 100 Programme. The Finance Projects were compliance and strategy driven, largely working with the Actuarial, Tax & Accounting Business Functions. In addition, my final assignment was the set up of a Business Change Customer Services Programme. The summary of assignment was as follows:
• Gemini Programme – Establishing a Customer Services Integration Programme in Scottish Widows, with a run rate benefit (£6 million) and budget of £5.2 million (Team of 18, including 4 PMs)
• EFS Transfer – I project managed the transfer of the European Financial Services Business from the Wealth Division to the Insurance Division as part of the Day 100 Integration Programme involving multiple stakeholders in Europe & UK (including Isle of Man)
• StACS/SMA Project – Delivery of the Requirements, Solution & IT estimates for the enhancement of the core Household/Creditor Insurance policy system – for increased financial and reconciliation control
• AOM – Delivery of 3 phases of the Analysis of Movement Project into Production – IT application changes from 8 HBOS I&I Policy Admin systems (budget £1.2m) with interfaces into the Actuarial system (Prophet) to address FSA ‘red’ audit points
• GL Reconciliation – Delivery of the requirements & IT solution of a new reconciliation application (& associated infrastructure) for reconciling policy admin. transactions with the GL (budget £0.9k), to address FSA ‘red’ audit points
• IT Transition Programme – Shaped the 2008/2009 IT Delivery Organisation and prepared for cost cutting initiatives with HR Business Partners and inputting to business case development
• My part of the Finance portfolio was set up from ‘scratch’ – I recruited the Portfolio Delivery Team – 3 Project Managers, 4 Business Analysts and 4 Solution Analysts
Capita Group
September 1998 – June 2007
Project Manager & PMO Lead: Initially recruited to the Graduate Fast Track Programme, I worked in 4 Divisions of Capita as a Project Manager or PMO Lead on multiple client facing outsourcing assignments or internal facing projects. These assignments ranged from large scale ERP Programmes for public sector clients, to bespoke application development led IT Projects to Financial Services Clients. The timeline of assignments was as follows:
• Senior ICT PM – Swindon Council Transformation Programme: Nov 06 – June 07
• Senior IT PM – TfL Bid Production (Congestion Charging): Sept 06 – Nov 06
• Senior ICT PM – LB Harrow SAP Transformation Programme: March 06 – Sept 06
• Head of PMO – LB Harrow SAP Transformation Programme: Dec 05 – March 06
• Project Manager – Group Internal SAP Implementation Programme: July 03 – Dec 05
• Project Manager – Insurance Services, IT Programme: March 02 – July 03
• PMO Lead – Insurance Services, Abbey National ‘Trident’ Transformation May 00 – March 02
• Project Manager – Local Government Services (LGS): Sep 98 – May 00
Westminster City Council
August 1996 – Sept 1997
Student Placement (Sandwich Year part of BA Degree Course): I assisted Senior / Chief Officers in the implementation of corporate projects. I also assisted in the formulation of Council policy.
Education & Qualifications
Post-Graduate Study & Qualifications
o AMBA accredited Masters in Business Administration (MBA) – Leicester University
o Post Graduate Diploma in Management Studies (DMS) – London Metropolitan University
o Certificate in Management Studies (CMS) – London Metropolitan University
Undergraduate & Other Qualifications
o BA (Hons) Public Administration – 2:1 – Nottingham Trent University (sandwich course)
o Diploma (with distinction) in Public Service Practice – Nottingham Trent University
o 4 A Levels
o 7 GCSEs
Professional Accreditations
o OGC Managing Successful Programmes (MSP) Practitioner
o Advanced Project Management (tailored APMP 2 week course aligned to LBG)
o Prince 2 Practitioner
o ITIL v2 Foundation certification
I hold a full clean driving licence and am flexible to travel and stay away from home on project engagements.
Personal Statement
I have been in project and programme delivery for over 16 years and have been operating at Programme & Portfolio level for 8 years. My delivery experience has been on a variety of projects working with Banking, Public Sector and Private Sector organisations. Throughout this period I have gained a reputation for being delivery focused with the ability to form, manage and work with high performing project teams and for turning around red status projects. I have experience of working on both Business and IT facing programmes as well as operating in a focused commercial environment. Away from my professional career I am a keen golfer, clay pigeon shooter, traveller and Liverpool fan.
References
Available on request
