Experience

SFIA Foundation
• United Kingdom
• Non-profit Organization Management
• 1 - 100 Employee
• General Manager - Part-time

  • Jul 2015 - Present

Visual Management Ltd.
• United Kingdom
• Printing Services
• Independent Consultant, Interim Manager & Director

  • Dec 2008 - Present


Not Disclosed

• Food and Beverage Services
• 1 - 100 Employee

• Independent - Researched skills and competencies for Health Informatics sector

  • Jun 2016 - Aug 2016

  Researched the scope and landscape for skills and competency development within the Health and Social Care Informatics field.

• Independent - e-CF - SFIA Detailed Comparison, Mapping and Merge Planning

  • Apr 2016 - Jun 2016

  I carried out a detailed review and comparison of the e-CF and SFIA Framework.This review looked at equivalence and drilled down to the detail and looked at both frameworks from the point of view of 'equivalence' in assessment and use. Prior to this, comparisons had been relatively superficial or for the purposes of selling products and services.The review also considered merging of the two frameworks and identified the issues (technical, organisational, and political) that had to be considered and suggested a possible approach to such 'fusion'.A key component of such 'fusion' was considering the relatively small user base of one driven by political support and the vast global user base of the other driven by the users. Show less

• Independent Consultant - Professionalism and Certification

  • Oct 2015 - Dec 2015

  Compared the Chartered Status Award of various professional bodies.Researched and analysed the criteria for award and paths to achievement.Reviewed: - criteria for knowledge, qualifications and experience - evaluation approach, process, rigour - continuing professional development requirements, codes of practice and ethics - level of responsibility and influence using the SFIA Responsibility attributes - clarity of application processAligned to the SFIA Levels on the basis of the responsibility attributes of Autonomy, Complexity, Influence and Business Skills.Reported and recommended actions. Show less

• Independent Consultant - Cyber Security Skills Gap Programme

  • Aug 2015 - Dec 2015

  Researched and Reported on the perceived cyber security skills gap. - Interviewed senior business and security leaders - Reported findings - Developed a framework to position the skills needs for cyber security specialists and non-specialists - Proposed short-term and long-term recommendations - Positioned up-skilling and cross-skilling activitiesThis study recognised that cyber skills should not be considered as standalone and identified the immediate actions necessary to address these issues in the short-term. Show less

• Interim IT Director Coach

  • Mar 2015 - Nov 2015

  Acted as IT Director Coach for a large distributed not-for-profit organisation.A key element of this work was a look to the future; to focus on what the organisation should be in order to provide improved services in the future and what the ICT should look like to enable and support this.Reviewed the current ICT StrategyAdvised on improving the ICT StrategyCoached and mentored the IT Manager and CEO to work towards establishing a suitable ICT function that served the needs of the organisation and supported its forward transformation activities. Show less

• Independent Consultant: Organisation Development, Skills and Competency Development

  • Sep 2014 - Apr 2015

  Providing guidance and leadership for a number of OD, ICT and Skills and Competency programmes:OD and Skills Programmes - Skills benchmarking against SFIA, Internal and other competency frameworks - Organisation Development, Skills Mining and Workforce and Resource Shaping - Training provision for skills and competency assessments, and career mentoring - Guidance for skills planning for new organisation - Skills development, continual professional development, personal development planning - Development of Role Profiles and Job Descriptions - Development of tools to make skills visible within organisations Show less

• Interim General Manager & Programme Manager

  • Jun 2013 - Apr 2014

  Member of the Industry Advisory BoardActed as the General Manager for a new Cyber Security Innovation Centre during the initiation phase of development: - Business planning/development - Establishment of project pipeline and reporting - Establishment of business and industry contacts

• Consultant and Programme Manager

  • Jun 2013 - Dec 2013

  Consulted on the development and delivery of a Country Cyber Security Maturity Model



e-skills UK

• Interim Manager

  • Mar 2013 - Aug 2013

  Two Programmes: Information Security Learning Pathways Programme - Member of the industry steering group - Reviewed the Learning Pathways tool against the CESG Certification Scheme - Reviewed the programme for sustainability. Proposed a sustainability approach, and the actions necessary, to enable the programme to be self funding once BIS (Department for Business, Innovation & Skills) funding ended. IT Learning Pathways Programme - Delivered Learning pathways across the IT spectrum. Alignment to: - SFIA Skills Framework - National Occupational Standards - Industry job performance levels Defined required: Skills, Knowledge, Understanding, Learning, & Certification / Accreditation Show less

• Bid Manager - Interim

  • Nov 2012 - Dec 2012

  I led a bid to establish a joint venture organisation with the Cabinet Office to develop and establish global delivery channels for a portfolio of management products including: PRINCE2, Managing Successful Programmes, Management of Risk, Management of Portfolios, ITIL, Business Analysis and Information Security. Established the business model and financial projections, defined the delivery channels, core organisational design, and operating model. I led a bid to establish a joint venture organisation with the Cabinet Office to develop and establish global delivery channels for a portfolio of management products including: PRINCE2, Managing Successful Programmes, Management of Risk, Management of Portfolios, ITIL, Business Analysis and Information Security. Established the business model and financial projections, defined the delivery channels, core organisational design, and operating model.



British Computer Society

• 1 - 100 Employee

• Programme Manager & Information Assurance Practitioner Certification Scheme Architect - Interim

  • Apr 2011 - Dec 2012

  Managed the bid and proposal in response to a Government ITT for an Information Assurance Practitioner Certification Scheme. Architected the scheme, planned the approach, liaised with the client and authored and submitted the response documents. The proposal was successful and contract awarded. Having won the contract, I lead the development of the Government Information Assurance Professional Certification Scheme. Defined the programme approach, organisation definition, scheme design, and delivery plan. Led the delivery team and successfully got to pilot operation as planned. Led the transition through pilot operation towards full operating capability and handover to BAU. http://www.bcs.org/content/conWebDoc/41494 Show less



BCS

• Banking
• 100 - 200 Employee

• Programme Manager / Continual Professional Development (CPD) Architect - Interim

  • Apr 2012 - May 2012

  I architected and defined the reflective learning strategy and approach to continual professional development (CPD) for the new BCS scheme. I delivered: - the approach, planning and execution guidance - scheme templates - professional guidance and example entries. This has now been deployed for use by its 60,000 members. I architected and defined the reflective learning strategy and approach to continual professional development (CPD) for the new BCS scheme. I delivered: - the approach, planning and execution guidance - scheme templates - professional guidance and example entries. This has now been deployed for use by its 60,000 members.

• Learning & Development Manager - Interim

  • Oct 2010 - Mar 2011

  I architected and designed the Career Path Framework and managed the development of the workstream career paths. I worked closely with a number of leading edge organisations and their senior stakeholders to define, develop and validate the framework. I designed the Career Path Framework and individual career path definitions; aligned this to the SFIA Framework (Skills Framework for the Information Age), Qualifications, relevant experience, the professional membership and Chartered status award along with various professionalism agendas and a generic practice models. I defined how individuals and organisations would use this framework to guide individual careers and ensure that organisations have the right experience and qualifications for particular job roles. Show less



Northern Rock

• United Kingdom
• Financial Services
• 1 - 100 Employee

• Portfolio, Change & Assurance Manager - Interim

  • Jun 2010 - Sep 2010

  Prioritised the 2010 portfolio. Delivered a programme delivery assurance framework. Consolidated individual project plans for the bank's separation programme into a coherent separation programme plan. Focused on supporting HR, Internal Comms, Finance and Risk/Legal in the planning and reporting of their separation streams Coordinated and monitored the business assurance activities for the separation programme and automated status reporting. Prioritised the 2010 portfolio. Delivered a programme delivery assurance framework. Consolidated individual project plans for the bank's separation programme into a coherent separation programme plan. Focused on supporting HR, Internal Comms, Finance and Risk/Legal in the planning and reporting of their separation streams Coordinated and monitored the business assurance activities for the separation programme and automated status reporting.



VISA Europe

• United Kingdom
• 1 - 100 Employee

• Portfolio Manager - Interim

  • Jan 2010 - Apr 2010

  I reviewed and analysed the pipeline and approval process specifically to address issues of concern to executive management. Proposed and implemented changes to the pipeline process to deliver executive approval more quickly and supported the IT Director in enhancing PMO processes. Delivered pipeline management using existing tooling to make the pipeline visible to executive management. Handed over to existing PMO team. I reviewed and analysed the pipeline and approval process specifically to address issues of concern to executive management. Proposed and implemented changes to the pipeline process to deliver executive approval more quickly and supported the IT Director in enhancing PMO processes. Delivered pipeline management using existing tooling to make the pipeline visible to executive management. Handed over to existing PMO team.

• Bid Manager - Interim

  • Feb 2010 - Feb 2010

  I was engaged to draft a proposal (solution and approach submission) for a large consultancy assignment for the United Nations (HCR). I was engaged to draft a proposal (solution and approach submission) for a large consultancy assignment for the United Nations (HCR).



npower

• United States
• IT Services and IT Consulting
• 700 & Above Employee

• Executive Portfolio Office Manager - Interim

  • Sep 2009 - Dec 2009

  Designed an executive dashboard for the CIO and Head of Change to support the Target Operating Model. I defined a framework for structuring the performance monitoring activities, Key Performance Indicators (KPIs) and identified performance measures and a roadmap for their introduction. I defined an Executive Dashboard as the vehicle for presenting business information. This identified four areas of focus: • Portfolio Status - business change portfolio status, costs, schedule, resources and benefits realisation. • Delivery Performance - how well the programmes and projects were delivered. • Operational Effectiveness - how well the business functions performed their activities. • Organisational Demographics - shape of the organisation, capability and upskilling. I developed and planned a phased change programme to implement the recommendations. I drafted the deployment plan covering immediate actions (quick wins 0-3 months), mid-term activities (3-9 months), and strategic activities (9-18 months). I supported the new organisation design with guidance on shaping the organisation and establishing a ‘practice model’ with project management, business analysis and PMO practices etc.. Show less

• Business Risk Manager - Interim

  • Aug 2009 - Aug 2009

  I was engaged by the acting CEO to analyse a number of key business risks. I was engaged by the acting CEO to analyse a number of key business risks.

• Transformation Programme Manager - Interim

  • Feb 2009 - 2009

  Reviewed the membership grading model. Proposed; - enhancements to the grading structure; - provided alignment to an IT competence model; - updated grade acceptance criteria to raise standards; - identified a typical professional development timeline; - aligned with ISEB Qualifications; - aligned with a new benefits model. Delivered a number of strategy documents, recommendations and proposals, and the transformation plan. Reviewed the membership grading model. Proposed; - enhancements to the grading structure; - provided alignment to an IT competence model; - updated grade acceptance criteria to raise standards; - identified a typical professional development timeline; - aligned with ISEB Qualifications; - aligned with a new benefits model. Delivered a number of strategy documents, recommendations and proposals, and the transformation plan.

• Programme Director - Interim

  • Dec 2008 - 2009

  I led the feasibility and business planning for a proposed international joint venture to deliver a Global Professionalism Agenda focussing on countries with rapid IT growth (principally India, China, other AsiaPac and LatAm). This included: - commissioning the market research; - delivering the business plan; - creating the organisational design and business structure; - building a financial model to enable marketing scenarios to be played out. I led the feasibility and business planning for a proposed international joint venture to deliver a Global Professionalism Agenda focussing on countries with rapid IT growth (principally India, China, other AsiaPac and LatAm). This included: - commissioning the market research; - delivering the business plan; - creating the organisational design and business structure; - building a financial model to enable marketing scenarios to be played out.



Accenture

• Ireland
• Business Consulting and Services
• 700 & Above Employee

• Programme Director

  • Jan 2005 - Dec 2008

  I led a number of global transformation programmes to improve the end-to-end delivery capability of the organisation (15 delivery centres globally including India, China, Philippines, Several in Europe, Brazil, Argentina, US and Canada - some 25000 resources). I managed a globally distributed team across the 15 countries. Delivered and operated the global executive portfolio management system to provide end-to-end visibility of over 1000 onshore engagements (in over 40 countries) linked to over 1500 offshore projects in 15 countries; developed the policies and procedures; trained the senior leadership world-wide. This delivered vastly improved executive oversite and governance of major programmes. I built strategic relationships with the senior leadership globally; defined and promoted the industrialisation of portfolio management and delivery practices globally. I also led the global quality assurance and certification programme for 15 delivery centres across the world; delivered a consistent global approach to Quality Assurance (policy, procedures, and tooling); led global certification for CMMI (5 centres achieved Level 5 and 10 centres Level 3), the P-CMM, ISO9001 and ISO27001. Career Councillor and Mentor. Show less



JPMorgan Chase

• United States
• Investment Management

• Vice President, Global Delivery Transformation Lead

  • 2003 - 2005

  I led a small team in EMEA to improve the delivery of IT projects within the Treasury Services Group. Due to the success in EMEA, I subsequently led the global programme. My team was responsible for defining the way the IT programmes were to be run, programme governance and to provide management with visibility of the status and performance of the various IT programmes. I developed the Project Delivery Framework - a lightweight methodology for system delivery. This provided a consistent approach to running and monitoring projects including: key tasks; deliverables; management gateways; risk management; management reporting; and quality assurance and governance. This enabled an effective PMO to be established and reported weekly to the CEO. My team developed and delivered training courses and coached the programme managers to use the processes developed and to present appropriately throughout the programme review and governance boards. Show less



EADS Astrium

• Systems/Software Assurance Manager

  • 2003 - 2003

  I led the software assurance programme for a very large government communication programme which involved the build and launch of two satellites, the development of the ground station and payload. I drafted the software control plan for the programme as a whole and reviewed the development approaches, the ongoing management, governance and deliverables of the various suppliers and project partners. I led the software assurance programme for a very large government communication programme which involved the build and launch of two satellites, the development of the ground station and payload. I drafted the software control plan for the programme as a whole and reviewed the development approaches, the ongoing management, governance and deliverables of the various suppliers and project partners.



Oxford Software Engineering

• Software Development
• 1 - 100 Employee

• Technical Director

  • 1993 - 2003

  I delivered software engineering management, project management, consultancy, training, and coaching. I led several CMMI and business focussed improvement programmes for clients in the aerospace, defence, financial, telecoms, pharmceutical, and e-business sectors. For various clients, I developed and deployed project management offices (PMOs); installed formal technical reviews as the focus for quality improvement and formal project tracking and earned value monitoring; structured skills development through corporate programmes; and installed engineering disciplines in software and systems development. Co-designer of the PODS (Project Organisation and Development System) to provide automatic real-time project status reporting and a Rapid Process Improvement method (Agile process improvement). Clients included: British Aerospace, Citibank, JP Morgan Chase, ING Bank, Lloyds Bank, Capital Bank, AXA Sunlife, Royal Sun Alliance, Clerical Medical, Alcatel, Nycomed Pharma, Equant Application Services, and Dell. Show less



Syntegra

• United States
• Information Technology & Services
• 1 - 100 Employee

• Programme Manager

  • Jan 1992 - Oct 1993

  Led the corporate best-practice programme within this systems integration company. Re-engineered and streamlined a number of the business processes including: - project delivery - programme assurance - performance monitoring - bid management - programme change management process. Designed and built the IT skills assessment framework ('T-shaped' Professional); acted as a skills assessor, career coach, and mentor. Coached other business areas in developing their skills frameworks, continual professional development and certification schemes. Show less



Racal Research

• Romania
• Research Services
• 1 - 100 Employee

• Programme Manager, Transformation Programme Lead

  • 1988 - 1992

  I was recruited to initiate a group-wide (25 companies in the UK) software engineering management, skills development, training, and development initiative. I subsequently ran this programme which involved working with all the technical directors throughout the group and providing consultancy target at the individual business drivers. I provided improvement solutions and full lifecycle software engineering consultancy to the group. I led the adoption of best-practice throughout the group and developed the delivery framework for high-integrity systems development (safety critical programmes). I developed the group's business driven process assessment and improvement capability and assessed the operating companies, identified improvements, and launched and directed the transformation programmes to deliver the improved performance. For the BCS Industry Structure Model (the skills profiling and competency model) I drafted the safety critical development and process improvement consultancy streams. Show less



British Aerospace

• United States
• Facilities Services
• 1 - 100 Employee

• Principle Software Engineer / Project Manager

  • 1984 - 1988

  Led several high integrity (safety critical) real-time embedded development projects for the aerospace and defence industry. Tasks included project management, requirements engineering, system design, module design and development, system integration, test, training, field trials and customer acceptance. Projects included: - Rapier Autotrack (anti-aircraft missile system) - Multiple-missile multiple-target auto-track system (multiple simultaneous engagement) - Electro-optic range instrumentation system - Future Weapon Evaluator (demonstrator for hands-off engagement of multiple threats) - System Infrastructure components (pre-emptive scheduler, communications, instrumentation logger etc) Pioneered high levels of reuse in systems development . This: - saved many man-months of effort (significant cost reduction); - significantly increased quality and reliability. - enabled rapid prototyping; - enabled the agile development and incremental delivery of complex systems. Took over and turned around a large development project that had been running late and over budget for many months; prioritised and replanted activities to deliver incrementally and met all subsequent delivery commitments. Show less



Ministry of Defence

• Maldives
• Government Administration

• Scientific Officer

  • 1981 - 1984

  Researched digital image processing and advanced weapon systems. Developed technology demonstrators in two main areas: - automatic target detection and tracking for missile and gun fire control systems; - robotics; autonomous unmanned vehicles in hostile unstructured environments; Led a number of research and development contracts with industry. Researched digital image processing and advanced weapon systems. Developed technology demonstrators in two main areas: - automatic target detection and tracking for missile and gun fire control systems; - robotics; autonomous unmanned vehicles in hostile unstructured environments; Led a number of research and development contracts with industry.