Experience

Masthaven Bank

• United Kingdom
• Banking
• 1 - 100 Employee

• Project Management Consultant

  • Feb 2022 - Present



Mitie

• United Kingdom
• Facilities Services
• 700 & Above Employee

• Change Manager

  • Apr 2021 - Feb 2022



Pets at Home

• United Kingdom
• Retail
• 700 & Above Employee

• Office365 Project Manager

  • Jul 2020 - Apr 2021



Aldermore Bank

• United Kingdom
• Banking
• 700 & Above Employee

• Digital Project Manager

  • Jan 2018 - Feb 2020

  I implemented a series of digital portals (Broker and Customer Facing) in the Mortgages arena, developing extensive knowledge of the DPR mortgage platform. I managed internal IT software implementations by specifying requirements, working with external suppliers, designing solution, executing testing, and leading implementation. I designed change Target Operating Model testing regimes and designed processes to embed quarterly software release cycle. I implemented a series of digital portals (Broker and Customer Facing) in the Mortgages arena, developing extensive knowledge of the DPR mortgage platform. I managed internal IT software implementations by specifying requirements, working with external suppliers, designing solution, executing testing, and leading implementation. I designed change Target Operating Model testing regimes and designed processes to embed quarterly software release cycle.



Capita

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

• Project Manager

  • Aug 2017 - Nov 2017

  I interfaced between Capita (acting as the mortgage servicing administrator) and Co-operative Banking Group who were undertaking a project to upgrade all of their mortgage platforms. I delivered a project infrastructure and guided Capita's Senior Management team through the initiation phase of the project. I evaluated key tasks that would be required for the implementation of the upgrade and developed the initial stage project plan. I engaged all key stakeholders and defined the governance structure for project oversight. Show less



The Co-operative Bank plc

• United Kingdom
• Financial Services
• 700 & Above Employee

• Project /Programme Manager

  • May 2015 - Sep 2016

  I designed, planned and delivered a suite of new/amended mandatory financial reports to banking regulators within constraints of a multi-£m budget. I used waterfall and agile methods to manage a complex blend of internal and external stakeholders consisting of business analysts, SAS developers and IT infrastructure representatives to deliver strategic solutions. I became the main subject matter expert on the bank’s regulatory reporting tool for all software changes and conducted a full software viability study and associated strategic roadmap. I restructured and documented a repeatable change framework. Show less



Principality Building Society

• Financial Services
• 700 & Above Employee

• Programme Manager

  • Aug 2014 - Dec 2014

  I designed and planned an end-to-end Outcome Testing Framework that tested customer fair outcomes in the areas of Complaints, Regulated Sales, Mortgage Arrears and Savings. I implemented all aspects of the Outcome Testing Framework which included testing criteria, critical value of testing volumes, operating model, delivery process and staff profiling. I stress tested outcome tests to validate robustness of the mechanism. I designed and implemented ‘go-live’ plan that included a floor walking phase to ensure support during the early stages of testing. Show less



Old Mutual Limited

• South Africa
• Financial Services
• 700 & Above Employee

• Business Consultant

  • Jun 2014 - Jul 2014

  I designed and delivered an end-to-end project reporting tracking mechanism that gave a holistic view of all ‘in-flight’ projects across the directorate. I introduced basic project management disciplines and control activities to gain greater efficiencies and streamline operating model. I coached project owners on how to define, plan and execute programmes of work and develop meaningful reporting. I designed and delivered an end-to-end project reporting tracking mechanism that gave a holistic view of all ‘in-flight’ projects across the directorate. I introduced basic project management disciplines and control activities to gain greater efficiencies and streamline operating model. I coached project owners on how to define, plan and execute programmes of work and develop meaningful reporting.



Lloyds Bank

• United Kingdom
• Banking
• 700 & Above Employee

• Business Consultant

  • Aug 2013 - Apr 2014

  I designed implemented a Customer Scorecard across multiple directorates to support conduct risk strategy across the business. Integrated into automated business as usual reporting production. I led and influenced the Senior Management team to switch thinking towards a customer-centric perspective and away from operational management. I provided guidance on how complaints, quality checks, SLA performance and transaction volumes gave a more meaningful view of the customer experience. I designed implemented a Customer Scorecard across multiple directorates to support conduct risk strategy across the business. Integrated into automated business as usual reporting production. I led and influenced the Senior Management team to switch thinking towards a customer-centric perspective and away from operational management. I provided guidance on how complaints, quality checks, SLA performance and transaction volumes gave a more meaningful view of the customer experience.



The Co-operative Bank plc

• United Kingdom
• Financial Services
• 700 & Above Employee

• Consultant

  • Jun 2013 - Aug 2013

  I conducted an end-to-end review of complaint management process. Reviewed compliance, regulatory risk, process, policy, and customer/operational delivery. I identified key areas of opportunity to improve areas of compliance breach, efficiencies and customer service. Benchmarked activity against Ombudsman and industry-standard best practices. I summarised all findings into a comprehensive information pack to be used as foundation for a future improvement programme. I conducted an end-to-end review of complaint management process. Reviewed compliance, regulatory risk, process, policy, and customer/operational delivery. I identified key areas of opportunity to improve areas of compliance breach, efficiencies and customer service. Benchmarked activity against Ombudsman and industry-standard best practices. I summarised all findings into a comprehensive information pack to be used as foundation for a future improvement programme.



Ulster Bank

• United Kingdom
• Banking
• 700 & Above Employee

• Process Design /Programme Mgr

  • Aug 2012 - Jun 2013

  I designed a process for identifying, resolving and reporting all complaints relating to a very high-profile technical incident. I oversaw the contact-centre operations for the delivery of customer resolutions. I advised the Senior Management team and regulators on implementation, protocols and policy setting. I introduced project management disciplines around governance, change management and planning. I acted as Design Consultant to incident project team including Senior Managers and liaised with industry regulators. I project managed the close down of Incident Remediation, migrating new cloud-based solution and any outstanding activity into business-as-usual complaint handing process. I acted as a subject matter expert directing on development of incident data repository/application, policy and process including data migration, security protocols, resource allocation, scheduling, risk management, testing, training, and communication. I completed a re-engineering of the PPI process. I achieved completion of migration, commissioning of repository and knowledge transfer to staff. Show less



RBS

• United Kingdom
• Banking
• 700 & Above Employee

• Project Manager /PMO consultant

  • Sep 2010 - Aug 2012

  I spearheaded the pilot of newly designed complaint management system. I articulated a deep analysis of all of positive and negative findings from pilot. I designed a revised complaints process with a de-minimus approach to complaint handling. I designed and restructured the PMO function and provided an overhaul of PMO process. Installed core project management disciplines to the function. I spearheaded the pilot of newly designed complaint management system. I articulated a deep analysis of all of positive and negative findings from pilot. I designed a revised complaints process with a de-minimus approach to complaint handling. I designed and restructured the PMO function and provided an overhaul of PMO process. Installed core project management disciplines to the function.



ASPIRE HOUSING SERVICES LLP

• United Kingdom

• Programme Manager Consultant

  • Mar 2010 - Jun 2010

  I produced a Change Framework and advised on software requirement specification. I liaised with the Executive Team, Heads of Service and External Consultants to identify priority improvement areas for an ‘Independent Living’ department and cemented this into the programme plan. I scoped and delivered a road map for delivering improvement around maximising technology, organisational structure, operating model, performance management, process design, communications, and strategy. I produced a Change Framework and advised on software requirement specification. I liaised with the Executive Team, Heads of Service and External Consultants to identify priority improvement areas for an ‘Independent Living’ department and cemented this into the programme plan. I scoped and delivered a road map for delivering improvement around maximising technology, organisational structure, operating model, performance management, process design, communications, and strategy.



London Borough of Barking and Dagenham

• Government Administration
• 700 & Above Employee

• Program Manager

  • Sep 2009 - Mar 2010

  I designed, specified and managed a transformation programme that delivered extensive budgetary savings and achieved significant service improvements. I provided consultancy on a council-wide target operating model, staff rationalisation, call centre capability, and Microsoft CRM implementation. I aligned 26 separate work-streams and transformed them into an effective and controlled programme that met the objectives of the Executive I designed, specified and managed a transformation programme that delivered extensive budgetary savings and achieved significant service improvements. I provided consultancy on a council-wide target operating model, staff rationalisation, call centre capability, and Microsoft CRM implementation. I aligned 26 separate work-streams and transformed them into an effective and controlled programme that met the objectives of the Executive



Staffordshire Connects

• Staffordshire, England, United Kingdom

• Project Manager

  • Oct 2008 - Jun 2009

  I led a software-upgrade project (Oracle CRM-LG45) for a collaboration of 10 Local Authorities. I managed a complex team consisting of external and internal developers, system providers and business analysts. I engaged and advised a complex group of stakeholders, representing the 10 Local Authorities (Councillors and Senior Managers). I precision timed the changeover to minimise disruption to 10 dependent contact centres and kept all stakeholders on-board. I led a software-upgrade project (Oracle CRM-LG45) for a collaboration of 10 Local Authorities. I managed a complex team consisting of external and internal developers, system providers and business analysts. I engaged and advised a complex group of stakeholders, representing the 10 Local Authorities (Councillors and Senior Managers). I precision timed the changeover to minimise disruption to 10 dependent contact centres and kept all stakeholders on-board.



Enterprise Plc

• United Kingdom
• Facilities Services
• 200 - 300 Employee

• Business Analyst

  • Jan 2008 - Oct 2008

  I re-engineered and automated processes to quickly and effectively absorb the management of newly acquired waste contracts from Local Authorities and integrated into group wide IT system. I implemented best practice for resourcing, collection of data and central system architecture for managing operations. I re-engineered and automated processes to quickly and effectively absorb the management of newly acquired waste contracts from Local Authorities and integrated into group wide IT system. I implemented best practice for resourcing, collection of data and central system architecture for managing operations.



Stoke-on-Trent City Council

• United Kingdom
• Government Administration
• 700 & Above Employee

• Change Program Manager

  • Apr 2005 - Dec 2007

  I led a major change programme to improve the viability and cost efficiencies of front line services. I re-engineered and centralised over 200 services into a new contact centre, implementing CRM and other e-channel initiatives (Info Kiosks, Knowledge database, Council TV) across the authority. I worked with media (TV and Radio) to promote the Council’s new innovations, appearing on BBC news and local radio. I led all tendering activities for the acquisition of various technologies with third party suppliers. I designed and delivered a project in conjunction with the Home Office that established data analysis/sharing/warehousing, and all aspects of information management on a multi-agency basis. I designed, in conjunction with the Police, the authority’s crime reporting mechanisms. I conducted a deep-dive analysis of the resources and challenges facing the directorate, providing change recommendation. Show less



BT Group

• United Kingdom
• Telecommunications
• 700 & Above Employee

• Head of Targeting

  • Jan 1991 - Apr 2005

  Having enjoyed almost 15 years with BT, my final role was the Head of Targeting for BT's National Call Centre operation Having enjoyed almost 15 years with BT, my final role was the Head of Targeting for BT's National Call Centre operation