Campaign and Events Manager

• Jul 2023 - Present

Head of Projects & Owner

• Nov 2022 - Present

Program and Project Manager

• May 2018 - Sep 2022

Providing project and change management services to deliver property strategies for Cushman & Wakefield (C&W) clients such as office consolidations, operational readiness for new commercial sites and decommissioning of exiting sites.• Facilitating workshops with C&W Account Teams to support workplace projects or to understand, review and improve the end user experience• Working with internal and external stakeholders to enable a proposal for C&W consulting services • Application of a Human Centered Design approach through the use of workshops, personas and journey maps including an ADKAR approach on change initiatives• Management and application of a project management framework:- Cultivating transparency and team alignment through the development and clarity of the scope, roles and responsibilities, budgets, timeframes and risk mitigation− Facilitating break through sessions with stakeholders to identify requirements and enable decision making − Implementation of governance and control framework to ensure an integrated approach and management of multiple work streams e.g. fit out, technology, security, facilities management, workplace, leasing, relocations, change and communications• Procurement and management of vendors • Management of stakeholders and relationships – executives, SME’s and influencersExamples of projects managed include: • C&W: Consolidation of C&W Melbourne offices to enable their real estate strategy, including the redesign, configuration and fit out of existing workspace, change management, move management and make good negotiations to support the lease expiry. • National Australia Bank (NAB): Decommissioning and hand back of 7 sites (79,000 m2 of commercial space) through the removal of large-scale technology, sky signage, make good and the cessation of property services • BHP: Operational readiness and move management of 4 new global commercial sites, ensuring the new sites were operationally established. Show less

Project and Relocation Manager

• Sep 2014 - Apr 2018

Delivery of workplace projects for National Australia Bank (NAB) and MLC Life including the creation of a move management playbook, with a focus on the end user experience.• Design, development and implementation of a move management playbook to enable relocations, including templates to collect team and individual data• The application of space planning tools such as SpaceIQ to enable the block and stack, ratios and team consolidations• The implementation of a stakeholder toolkit i.e. roles and responsibilities, liaison with accommodation champions and relocation communications• Management of key relationships such as technology, security and workplace;• Scoping, procurement and management of facilities vendors including regular meetings and feedback.Initiatives delivered include:• NAB: Relocation of 3,000 staff within 6 weeks across 3 sites, Melbourne. • MLC Life Insurance: Operational readiness and move management of staff to 4 new commercial sites, Sydney, Melbourne, Brisbane and Perth.• NAB: Operational readiness of a new commercial site and decommissioning of an existing NAB commercial building within Brisbane Show less

Transition and Change Manager

• Dec 2012 - Aug 2014

Responsible for relocating and transitioning National Australia Bank (NAB) staff from a fixed working environment to flexible working, including sustaining the change and behaviours. • Working with teams and people leaders to communicate and embed the new ways of working (Why, What, When, Who, How) • Implementation of a stakeholder engagement plan with town halls, move champion sessions, people leader workshops and one to one conversations;• Team impact assessments conducted and analysed, including storage assessments, health and safety, technology, furniture and co-location requirements;• Creation of activities to enable the change such as concept areas, competitions to declutter, tours, team charters and lunch and learns;• Regular team readiness assessments and tracking, with scaled post transition change sessions. Initiatives include:• NAB: Sustaining flexible working behaviors within a new commercial site of 5,000+ staff, Melbourne. • NAB: Transitioning 1,600 NAB staff from fixed working to flexible working, specifically Activity Based Working, Melbourne. Show less

London 2012 Program Manager

• Apr 2011 - Feb 2012

Accountable for the planning and coordination of all activities relating to the rental and delivery of 3,000 beds for the London 2012 Olympic and Paralympic Games. • Managing the relationship and contract with the London Olympic Organising Committee of the Olympic and Paralympic Games (LOCOG) and international media such as NBC, BBC and EBU; • Auditing the existing property infrastructure to support the contract, whilst aiding continuous improvement within UNITE and creating a project legacy; • Designing the operating model (front line services) to support the contract, whilst planning and coordinating work streams to deliver the end products; • Working closely with internal staff (finance, procurement, HR and operations) to identify key risks and issues, budget and resources; • Leadership and management of staff including contractors. Show less

Portfolio Leader and Project Lead

• Oct 2007 - Mar 2011

Supporting the delivery of high profile government initiatives (often valued at £500m+) by providing independent program/project assurance. • Accountable for creating program/project transparency by conducting OGC Gateway Reviews or health checks for central government departments (e.g. HM Revenue and Customs), thus providing an independent view to Ministers and executive management on program/project success; • Plan and execute reviews of large UK Government Programs, such as the UK Flu Pandemic and FiReControl (£400m+) ensuring that the business case and benefits are sound, UK procurement rules are applied and project management disciplines are in place; • Providing review feedback sessions to executive management, using evidence-based reports and managing stakeholder expectations. Follow up on appropriate action taken to address key risks and concerns identified, along with problem solving, escalating or providing capability to assist the program to move forward; • Encouraging the sharing of best practice within government departments including training on OGC Gateway Reviews; • Working with OGC executive management to design the Consequential Assurance and Intervention component of the new MPA strategy, including the recommendation to close a program before completion; • Security Check (SC cleared) was obtained as part of this role. Show less

Program Manager

• May 2006 - Sep 2007

Analysis, design, development and implementation of a Program and Project Management (PPM) approach within the Agency, whilst also project managing the procurement and buy in of Intravenous Immunoglobulin products (a £55m contract requiring significant stakeholder commitment to stabilise the market). • Analysis, design, development and implementation of a PPM strategy within the Agency specifically: • Structure and culture (roles and responsibilities, governance) • Processes and toolkits (SharePoint, PRINCE2 modified) • People and skills (in-house capability including a project managers career path) • Managing key stakeholders - working with executive management and staff to gain “buy in,” to a PPM approach, whilst managing cultural change; • Building relationships between the DH Central Program Office, Defence Logistics Organisation (DLO) and staff, ensuring lessons learnt and best practice are shared; • Successful delivery of the Intravenous Immunoglobulin project, demonstrating project management benefits and the modified PRINCE2 toolkit. Show less

Project Manager and Program Manager

• Jul 2003 - Apr 2006

Working to executive management providing business analysis and program/project management expertise. • Providing client facing program and project management in the operational establishment of two Non Departmental Public Bodies (NDPB’s); • Facilitation of problem solving, ensuring key business decisions are agreed amongst Directors and the CEO, with presentations and regular reports to the Board and Chairman; • Strong project planning with identification and monitoring of dependencies, risks and issues with a priority focus on key milestones and “Go Live”; • Within the GLA, a specific focus on three key projects – legislation (regulations), operational establishment (design, develop and implementation of business processes and products – licensing and compliance, including Rapid Application Development of the online operating system) and communications. • Within Newham Early Years and Childcare Services, a specific focus on negotiating IT software contracts and managing external relationships with Third Party IT suppliers; • Providing strategic advice on developing the business towards an e-government approach aligning with the London Borough of Newham’s e-government strategic plan; Show less

Business Design Analyst (NZ Immigration Service)

• May 2001 - Mar 2003

Analysis, development, testing and implementation of new immigration initiatives such as the Pacific Access Category. • Creation of system, forms, legislation and operational policy requirements; • Utilisation of a project management methodology using tools such as Microsoft Project, risk management plans, communication plans and formal change control procedures; • Communication and analysis with external Project Managers and analysts to negotiate change requests, costing and system definitions; • Review and signoff of IT, Policy and Forms and Leaflet documentation; • Awareness and application of waterfall, as an systems development life cycle model; • Robust communication to 700 staff (globally), Ministers and Immigration Consultants; • Test plan creation and execution for user acceptance testing and delivery of online training manuals; • Provision of support and training to internal staff. Show less