Founder and Director

• Jan 2020 - Present

Building businesses for a sustainable future. Experienced management consultant, specialising in programme delivery, planning and programme mobilisation. Building businesses for a sustainable future. Experienced management consultant, specialising in programme delivery, planning and programme mobilisation.

Head of PMO and Planning CiFD Transformtion

• Nov 2019 - Feb 2020

Programme Planner - Rose

• Feb 2019 - Nov 2019

Head Of Planning MBNA Intergration

• Feb 2017 - Feb 2019

Head of Planning IT Transformation

• Nov 2015 - Jan 2017

Head of Planning - Talk Talk Consumer Revolution

• Feb 2015 - Nov 2015

Head of Planning - Bupa UK

• Aug 2014 - Feb 2015

Head of Planning – Verde Programme

• Nov 2013 - Jun 2014

Verde is the programme name of Lloyds Banking Group’s Branch divestment of TSB, initiated in 2009 to respond to the requirements of the HMT within a Heads of Terms agreement. The agreement includes the divestment of over 632 branches and will impact 15m customers. It is one of the largest and most complex divestments ever undertaken within Europe, with the current budget at £1.7B. As a senior manager in the central PMO, with 37 sub-programme PMOs under it.Core Responsibilities• Defined and implemented the programme planning framework including planning standards, reporting structures, dependency management, change management and MSP planning templates• Introduced the disciplines of defining the hierarchical management reporting structures as the fundamental basis for control• Worked with each programme workstream to assist and support the development of their plans in line with the overall programme plan• Consolidated plans and conducted QA on plan submissions in terms of alignment to programme targets, completeness of scope within the Target Operating Model and conformance to programme standards• Managed programme level MSP plan consisting of 135,000 lines and 72 individual sub-programme plans, creating the most comprehensive change plan within Lloyds Banking Group Show less

Senior PMO – Verde Programme

• Apr 2010 - Nov 2013

Verde is the programme name of Lloyds Banking Group’s Branch divestment of TSB, initiated in 2009 to respond to the requirements of the HMT within a Heads of Terms agreement. The agreement includes the divestment of over 632 branches and will impact 15m customers. It is one of the largest and most complex divestments ever undertaken within Europe, with the current budget at £1.7B. As a senior manager in the central PMO, with 37 sub-programme PMOs under it.Core Responsibilities•The set up and running of the Gold Command & Control function and Schedule of Events for 3 transition events for: o 6.6m current accounts and associated savings products with a total balance of £22,345m o 760,894 credit cards with a total balance of £536m through First Data o 227,154 personal loans with balances of £1,341m and 7374 commercial loans with £321m•Project Managed creation and implementation of a bespoke resource management database (RMT), designed to securely manage all resource requirements for a programme with over 4100 FTE. The database allows workstreams to manage resource financials, create automated MI reports and link resource to project phases and lifecycles. RMT has since been rolled out on all major programmes within Lloyds Banking Group•Rolling out One Best Way PMO processes into the programme’s workstreams, providing 1:1 / Group skills transfer sessions where necessary•Advising programmes on project financials, including business case production up to £750m, contractor and consultant rates and assisting with any financial issues that arose•TSB board level stakeholder secretariat•Mobilisation of CMT and programme design within Business and IT; CMT is the LloydsTSB Project tool, which includes Programme and Project Plans, Financials, Risks and Issues, Reporting and Dependencies. I was tasked with assuring all workstreams were using the mandated tool. Including defining release structure across CMT Show less

PMO Consultant - LloydsTSB, HBOS Integration

• Jun 2009 - Apr 2010

Core ResponsibilitiesMobilisation of financial milestone planning, incorporating consolidated view of all IT financials in master end to end planCreation of Integration resource profile for IT directorsCreation of Integration governance process documentation - Monthly / Weekly programme milestone plans and reportingImplementation of overarching Integration Risks and Issues process within ITMobilisation of CMT within ITAd-hoc Request, Producing planning, financial reports for Group Directors, pack productionAccountable for the initiation, mobilisation and closure of projects/programmes, ensuring a robust PMO infrastructure is in place to manage this. Accountable for the management of strategy, vision and activities within the PMO. Accountable for defining, embedding and managing the governance for complex programmes (gold/platinum)/portfolio PMO in line with group change policy. Successfully influences and challenges at an Executive level to ensure robust governance Show less

PMO Consultant / Business Analyst

• Mar 2008 - Oct 2008

As a lead member of the Programme Management Office for the £80M GRCBT Barclaycard portfolio, I was tasked with reporting project and service data to senior stakeholders. My main duties also included the offshoring of project, finance and service reports to Pune India as part of a Barclaycard Technology Office COO cost saving initiative. This included the creation of MI packs designed to give a comprehensive view of all managed projects and services under the Barclaycard Technology Office on a weekly basis. Core Responsibilities Managed project financials for Barclaycard cluster, including budgeting and forecasting, monitoring, challenging and reporting costs and liaison with the central finance functions on many detailed processes Design and implementation of BTO MI pack for senior stakeholders whilst monitoring under ongoing change control Project managed offshoring of MI reports to India mplemented and maintained the change control process for the clusters reporting, liaised with lead technical partners and maintained the Change log Collated project reports and ensured compliance with defined governance standards, effective management reporting processes in order to collate and distribute management packs up to senior stakeholders Provided, governed and analysed in-depth Resource Planning used to improve efficiency and productivity across the projects, highlighting hot and cold spots during project and programme lifecycle. Data quality was maintained though effective relationships with project managers, supply representatives and the internal finance department Show less

PMO Manager

• 2006 - 2008

Core Responsibilities Assisting project managers in drafting key documentation Providing advice and guidance on individual project proposals and plans. Producing planned and updated programme summary reports, including cost breakdowns Developed and implemented effective management reporting processes in order to collate and distribute MI packs to senior stakeholders including: o Demand vs. Budget by project, month, volume and resource type o Actual spend calculated using resource time recording data, subsequently releasing accrued funds o Milestone delivery which provided visibility and triggering for key programme dates o Identified, tracked and mitigated risks and issues working with project teams and through individual meetings with project managers o Accuracy of time recording data monitored and improved when necessary Ensured Best Practice was adhered to outside of the programme by rolling out and working with other areas of IT to implement what the C&E programme had, including lessons learnt Monitoring and expediting the process for IT and office infrastructure ordering through good communications with key service providers Implemented and maintained the change control process for the project, liased with technical leads and maintained the change log Rolled out project level plans into programme level plans and tracked and reported on key deliverables Identified, tracked and mitigated risks and issues working with project teams and through individual meetings with project managers Show less