Managing Consultant

• Jun 2019 - Present

With over 30 years' experience across Financial Services and IT, I am passionate about identifying and removing the grit from the operational machine, whether that is through people, process, or performance improvement frameworks. I am quick to build relationships and to get to the nub of business problems. I bring energy and enthusiasm to my work and my inclusive style has produced a great track record in developing teams who are focused on service and delivery. With over 30 years' experience across Financial Services and IT, I am passionate about identifying and removing the grit from the operational machine, whether that is through people, process, or performance improvement frameworks. I am quick to build relationships and to get to the nub of business problems. I bring energy and enthusiasm to my work and my inclusive style has produced a great track record in developing teams who are focused on service and delivery.

Managing Consultant

• Jul 2018 - Jun 2019

In 2019 OEE Consulting and gobeyond merged to create an exciting new customer experience transformation business. In 2019 OEE Consulting and gobeyond merged to create an exciting new customer experience transformation business.

Pension Trustee Director

• Dec 2016 - Jun 2018

Appointed as one of the Member Nominated Pension Trustee Directors to the company responsible for managing the LV= staff pension scheme. As well as being on the Board, also part of the Administration sub committee, and involved in tender activity on behalf of the Board. Appointed as one of the Member Nominated Pension Trustee Directors to the company responsible for managing the LV= staff pension scheme. As well as being on the Board, also part of the Administration sub committee, and involved in tender activity on behalf of the Board.

GI Claims Operational Development Manager

• Dec 2012 - Jun 2018

Responsible for coordinating a multitude of pan Claims activity such as organisational design, telephony and process improvement. This includes redesign activities such as role profiles, management structures, and associated cost profiling. Additionally the key point of contact with Finance, Planning and Recruitment in respect of operating expenses, including cost centre performance review and also control of all recruitment to ensure headcount forecasts are met. Through a team of 10, accountable for the Engage, Communications and Community strategies for GI Claims; oversees the business aspects of small change, incident and release management, and also Letter/SMS and knowledge management. Coordinated the implementation of Systems Thinking methodology across GI Claims.

GI Business Improvement Programme Manager

• Oct 2011 - Dec 2012

Responsible for managing a portfolio of around 12-14 business improvement projects within the GI Claims department with an expected annual benefit of £7m.Oversight and day to day management of a team of approximately 6-8 Business Improvement Managers.Responsible for building and maintaining relationships with senior claims management stakeholders, to understand the needs of the business and to build an appropriate pipeline of projects for the future.Working with peers to develop the internal Business Improvement team processes to foster greater efficiency and effectiveness.

IT Programme Manager

• Jun 2010 - Oct 2011

Originally appointed to execute a service improvement plan across the Aon account, encompassing project and programme management, service delivery and business office functions. Worked with senior stakeholders within HP and the client organisation to deliver improvements to the client’s satisfaction.Then appointed as Portfolio Director with responsibility for delivering a portfolio of projects and programmes. Cost centre responsibility involving managing revenue of around £4m per annum plus a similar volume of internal projects.Liaison with external third party suppliers and internal HP capabilities across multiple geographies to ensure good working relationships and quality deliverables. Responsible for balancing supply and demand and prioritising work where necessary to reflect strategic direction of both HP and the client.Implemented a continuous improvement plan to raise the quality of project management across the account focusing on scheduling, cost management and risk management amongst other aspects including rollout of standard templates and toolsets. Managed a headcount of around 25 programme and project managers and a PMO of 6. On the job coaching and mentoring of the team on a daily basis providing delivery and quality assurance.

EMEA Transition & Transformation Integration Lead

• May 2009 - Jun 2010

• Skill and experience utilised to provide support and guidance to Transition and Transformation Programme Managers and Directors across EMEA. Responsible for ensuring consistent adherence to processes and toolsets during pursuits and implementations, along with facilitation of a closed loop lessons learnt process. • Proactive involvement on live pursuits and engagements as and when necessary.

EDS HP Global Account Start Up Integration Programme Manager

• Nov 2008 - May 2009

• Programme managed the Global Account Start Up group’s integration between HP and EDS reporting to the Programme Director. This included understanding the teams' objectives, identifying best practice from both sides, shaping the overall organisational design and scope, facilitating interlock sessions with partner organisations to agree roles and responsibilities, and chairing regular progress meetings with key stakeholders.• Specific responsibility for managing candidate selections and organisational and personnel changes

Account Start Up Programme Manager

• Apr 2008 - Nov 2008

Vistorm Ltd• Led the integration of Vistorm Ltd into EDS on behalf of the Vistorm Chairman. Coordinated contact between EDS and Vistorm across HR, Finance, Delivery, Sales, Solutions, Supply Chain and Business Management. Directed areas with cross workstream dependencies to ensure effectiveness and efficiency.• Implemented effective regular reporting and governance processes.

Senior Project Manager

• Jan 2008 - Apr 2008

Liverpool Victoria Account• Managed contract novation/termination of over 200 contracts and also the EDS asset transfer for the BPO and ITO exits from Liverpool Victoria. Liaised with third parties, client representatives and internal EDS groups to ensure all contractual obligations met enabling a clean exit.

Programme Manager

• Nov 2006 - Dec 2007

Black & Veatch Account• Requested by the UK Service Delivery Exec to join the Account and take over a project to integrate the infrastructure belonging to some acquired business (Gleeson) into the Black and Veatch infrastructure which in itself was transforming. • Global Client Exec requested scope of role to be extended to include Programme Management of all Gleeson related projects to ensure full integration. This included a number of applications projects based in the US, as well as infrastructure projects in the US and UK. Project successfully delivered despite major challenges with old technology and limited specialist resource.

Business Analyst/Project Manager

• 2006 - 2006

Project Manager – Global Cash and Reconciliations• Knowledge, skills and experience utilised when inherited one failing project and being assigned one new project to manage shortly after joining. Project Manager – Global Cash and Reconciliations• Knowledge, skills and experience utilised when inherited one failing project and being assigned one new project to manage shortly after joining.

Project Manager

• 2004 - 2006

Project Manager – Barclays Account• Led a workstream to deliver key contractual deliverables relating to documentation transfer that were recognized by UK Leadership as being instrumental in securing a favourable financial settlement between Barclays and EDS upon exit of the Account.• With less than a week’s notice, flew to Spain to take over a RED time-boxed project that was high profile and critical to the success of a strategic programme. Following successful delivery, praise was received from the key stakeholders and senior EDS leadership. • Within a month of joining the Account, delivered a time-boxed implementation of a robust change process for requesting additional services. The quality of the analysis and design of the processes meant that, two years later, it was still virtually unchanged and had been the vehicle for processing in excess of £20m TCV.• Successfully managed the implementation of over 2800 desktops/laptops utilising both internal and Third Party suppliers, with a total revenue of more than £1million.• Identified problems with Service Request processes. Facilitated a number of workshops, proposed and implemented solutions which became standard operating procedures and ensured that the service provision met/exceeded contractual SLAs.

Business Analyst

• 1997 - 2004

Business Analyst/Business Consultant – Liverpool Victoria Account • Using business, process and technical knowledge, worked collaboratively with Sales and Marketing to help steer them towards viable business propositions.• Preferred resource working on a variety of usually high profile or urgent projects. Engaged with senior management to drive out requirements ensuring solid foundations for project success. Projects involved software development, data migration and infrastructure changes

Process Improvement Lead/Motor Claims Team Leader

• 1994 - 1997

Property Claims Inspector

• 1991 - 1994