Project RECCE Ambassador

• Aug 2021 - Present

Endeavour to support, mentor and provide employment opportunities for veterans in the construction industry. Endeavour to support, mentor and provide employment opportunities for veterans in the construction industry.

Information Technology Program Manager

• Jun 2021 - Present

UK Project Manager delivering UK, Northern Ireland and Republic of Ireland a Global HR transformation project to deliver Workday HR and Payroll modules with a remote global team. UK Project Manager delivering UK, Northern Ireland and Republic of Ireland a Global HR transformation project to deliver Workday HR and Payroll modules with a remote global team.

Project Manager and Business Analyst Skills Coach

• Apr 2019 - Sep 2020

Delivering APMQ level D project management training, Agile and Business Analysis support to 75 professional adult apprentices with public and private sector employers. Planning Preparation and Quality Assurance if all written course materials for the ISBA L4 programme to meet the ISBA apprenticeship standards. • Meeting and reporting on each apprentice every three to four as per each individual apprentices’ needs face to face or remotely. • Delivering professional education on Equality and Diversity, Health and Safety, Prevent, Level 2 Mathematics, and English. • Managing apprentices at risk of not meeting course standards and putting in additional supportive measures including ILP’s and working closely with the apprentices' line manager or project manager to ensure that each apprentice would have the required tasks to provide skills evidence that they would document in their portfolios. • Preparation For End Point Assessments. • Provide personalised support to all learners, enhancing the opportunities for others. Redundancy as a direct result of Covid 19

Senior Care worker

• Sep 2018 - Apr 2019

Working with vulnerable young people 2 adults to 1 child in emergency placements. Proving 48 hour stability, guidance and support to young people 11-25 years old who are in the UK Social services care system. Supplied functional English and Mathematics skills as these young people are not in Education A very challenging and rewarding role Working with vulnerable young people 2 adults to 1 child in emergency placements. Proving 48 hour stability, guidance and support to young people 11-25 years old who are in the UK Social services care system. Supplied functional English and Mathematics skills as these young people are not in Education A very challenging and rewarding role

Project Manager and Skills Coach

• May 2018 - Apr 2019

Project Manager

• Mar 2014 - Apr 2019

Construction project management on conversation of office block and former police station into luxury apartments. Health and Safety Lead for the project working with multiple services and vendors. Defect Managed to meet building regulations had to deal with the safe removal of multiple types of asbestos. Construction project management on conversation of office block and former police station into luxury apartments. Health and Safety Lead for the project working with multiple services and vendors. Defect Managed to meet building regulations had to deal with the safe removal of multiple types of asbestos.

Senior Project Manager

• Sep 2003 - Mar 2014

End to End Project Management in the UK, Europe, US and India. Successful Bid Management and transistion management of contracts Quality assessment of the final deliverables at each phase. Financial Management and budget control of the plan. Provide reporting and management information. Tracking project to plan and being adaptive to clients change requirements. Recording and managing RAID logs Team Leadership of multiple teams up to 50 people per project. Hold reviews and lessons learned sessions as applicable. Managed the SO Account Business Office in meeting client Service Level Agreements and supported contract deliverables. Was pivotal running SO Account Process Reviews ensuring compliance to legislative and government contract terms. Identify out of line situations and defect manage these to a satisfactory conclusion with the relevant owner. Be responsible for and take ownership of updating the appropriate IBM tools to ensure accurate and audit quality data. Pro-actively work with the Account Business Office to ensure all PgMS and CMMi processes are followed correctly. Pro-active in building trusting relationships with other team members Mentoring graduates Stakeholder Management Financial management Solution options, proposals and recommendations Procurement and Asset Management Rational Portfolio Management Applied 7 Keys PM methodology

Service Improvement and Benchmarking, Project Office Manager

• Dec 2002 - Sep 2003

Service Improvement Programme / Benchmark / GSD331As PIP specialist I was assigned the GSD331 project, SIP and Benchmark simultaneously. These projects met the client needs and IBM contractual obligations.SIP projects including identifying upgrades to the customer’s mobile workers. Initially I created the project office including, planning, resource alignment, financial tracking and control, change control and reporting, tracking and estimating expenses for the whole team of approximately 20 staff with a budget of £800k. I took over as project manager after 6 weeks.Maintaining financial records and tracking of IBM Service Towers on the account including the SSO, DBA, Helpdesk and AMS.I led the first Service Delivery Benchmark with Compass. This provided recorded measurements against the market for the BBG account. Particular focus to measure the cost of service charged against service provided. As an annual requirement repeated for the duration of the 10 year contract. IBM demonstrated a result of 92% against the market based on the data returns provided. I chaired daily RAG reviews and negotiated with IBM Service Tower and IBM Legal prior to submitting the returns. I facilitated the relationships between the client and senior IBM account management and Compass.Prepared final submission materials via a Lotus Notes document library and Project Control Book (PCB). Delivered conclusions from Compass and sought budget for internal enhancements. Led the initial IBM internal security review GSD331 on the BBPlc account and raised the required RFS for remedial activities.

Request For Service - Programme Manager

• Mar 2002 - Dec 2002

Request for Service, Improvement Project Manager , BBPLCDeveloped the business case to upgrade the Lotus Notes database for the internal and external RFS (Request For Service) on the Bradford & Bingley account.Produced analysis on BBG Plc’s existing RFS systemAchieved stakeholder sign off to the value of £125kDelivered weekly and monthly reportsManaged the RAID logAssessed Risk, Change and Issues against project requirements, budgets and timeframesProduced cost based analysis and financial statistics in relation to the improvementsManaged project resources including project staff, assets, licenses, test environmentsImproved the turnaround SLAs on new RFS received by the IBM Business OfficeCreated and rolled out education materials for BBPlc and IBM across multiple UK locations, detailing how the new RFS process worked and incorporated new Service Levels for each type of requestThis database resulted in overhead savings to the IBM account at BBPlc of £250k over two years.

Executive and IFA - V3 Laptop Development and Support, BBG Plc Project Manager

• Sep 2001 - Mar 2002

I held a joint role as project manager and analyst for the V3 Laptop Development Project within the IT Special Projects team. Provided 1st line support to pilot programs to the Independent Financial Advisors (IFAS) and BBPlc Executive team.Responsibilities:Managed RAID log and change management scheduleProduced weekly and monthly reports to Service Delivery management and stakeholdersFinancial management of the projectProduction of the deployment schedule to BBG Plc executive teamIdentified and prioritised deployment schedule to financial advisors and mortgage advisors in the groupCollated all materials required to educate each end user group on the 4 laptop builds that were deployedDeveloped education scheduleProvide 1-2-1 education and on call support during deploymentArranged third party transportation schedulePublished mobile workers FAQ support on education materials on BBGs intranet site OTIS.

Process Improvement Project Manager

• Jan 2000 - Jun 2000

NRCPMA Problem and Change Process Improvement Plan. I was responsible for analyzing the current practices with IBM’s NRCPMA tool, identified weak areas, communication problems, delays in resolutions and resource problems that each internal resolver group had. I monitored the queue status against contractual service levels for each resolver group that used NRCPMA and produced a Process Improvement Plan for Bradford and Bingley. I developed and deployed best practice education worksheets and actively deployed education to all end users and support teams to enforce the best practise to 280 BBG Plc and IBM personnel. The response from end users, service desk operatives and resolver groups was positive and resulted in quality of the defects and service requests being recorded and resolved were vastly improved. Cost savings on the account were recognised at a cost of £250k over the 6 months of the project and a further revision of the account service levels during the next contract revision. Within the June of 2000 I was TUPE’d following the BBG Plc IT department being outsourced into IBM UK Ltd. Following the success of the improvements on the BBG account I was requested to deploy the best practise 19 of the Help desks at the IBM Manchester, Leeds and Portsmouth locations.

Business Analyst and Project Manager, Bradford and Bingley Plc

• Sep 1998 - Jan 2000

Primarily engaged to ensure all 358 applications, associated software and hardware in scope of the Y2K bug were successfully analysed, documented and scheduled for upgrades. The end result was no impact to the business functionality post midnight on 01 Jan 2000. The role required strong analytical, organisational and logical skills adherence to communication plan, reports and meeting schedules between the IT department, stakeholders, steering committees, business users and all affected third parties were key. I sought opportunities to upgrade hardware, software and applications to avoid duplication of costs that would be required within a 12 – 24 month period post 01 Jan 2000. Duties entailed: Management of all stakeholders expectations Publication of interdependency between applications that were susceptible to the Y2K bug Detailed analysis of platforms, applications and data across all locations, produced recommendations and suitability for each application in or out of scope of the Y2K project, including detailed cost based analysis and a with supporting business case on cost, ease of implementation and risk to core business Priortise deployment schedule Produce a tactical delivery strategy that would prevent disaster to front line business to BBG Plc’s clients Presented complex financial assessments and cost benefit analysis on applications that would be suitable for upgrade during the project Liaison with third party manufacturers, support and diagnostic teams was required on a daily basis to ensure a smooth transition through Year 2000 without loss to live banking processes and functions Produce documentation associated with applications and software was updated to reflect changes Ensure that all end users were educated on any changes or new functionality to their specific banking areas Ensure all back up scheduling and day to day banking batch running and performance would not be impeded Develop Disaster recovery and back out plans for each application.

Soldier, AGC SPS

• Jan 1996 - Sep 1998

A Full time regular soldier in the British Army Adjutant Generals Corps Staff and Personnel Support. I initially trade trained as a Military Clerk but transferred into an intelligence linguist. Duties: PA to HQ CO Col. Lauder & Major Munday providing effective HR operational management on salary, pension, annual leave, regular deductions and garnishments. Operated a high performing HQ team occasionally in challenging operational field command centres. Responsible for collation and production reports and distribution of corps staff across the Army globally. Produced KPIs on headcount turnover. Adhered to financial standards Inc SOX for the HQ Corps all sub divisions. Process improvemed procurement and purchase orders, double entry accounting, manage payroll and leave queries. Updates to HQ policies and procedures with strict adherence to QRs and JSPs. Liaison with various department heads at legal, education, to provide operational translations in multiple languages. For four months was NCO leading HQ Holding platoon of circa 50 soliders in transition from injury and illness, maternity leave, supported transfers between regiments. Organisated outdoor pursuits activities for the platoon quarterly to maintain moral and rebuilding confidence and resilience in their abilities. Or lastly a transition back to civilian life detailing education opportunities for new trades in civilian life. Dealt with complex requests for disciplinaries, court martial scheduling for HQ Division; Health and safety assessments for accused and providing access to legal counsel. Microsoft Office conversant with Word, Excel, Access PowerPoint, Email PAMPAS and UNICOM, BATCO analyst. Reluctantly medically discharged