I worked with Nicole during the height of the pandemic at UKHSA. Nicole brought a wealth or organisational and governance skill to the team which was invaluable during a period of continual change because of the nature of the COVID 19 virus. Nicole was quickly able to build a PMO Framework from scratch, carefully engaging stakeholders on the way to ensure appropriate buy in to new ways of working. The improved cadence and reporting, provided an increased level of assurance around project risks, resourcing and deliverables which allowed the Contact Centre Change Team to easily identify interdependencies and opportunities for change delivery. This provided an improved experience for our wider government stakeholders and external partner agencies. Nicole is an innovative thinker, whose passion to deliver and get the best out of the teams she supports made her the ‘go to’ for project controls and guidance. Nicole was an invaluable member of the team, widely respected and I personally will be forever grateful for the support and guidance she provided me during the transition of the COVID 19 Contact Centre Services Programme.

The industry change portfolio existed as a consequence of legislative and governmental change. Nicole led the development and integration of the businesses internal consultancy that had sole responsibility for ensuring the groups businesses operated within the electricity and gas license conditions. Nicole’s wider brief included senior/executive briefings, board reporting and representation at government round tables. The portfolio also had oversight for a number of transformational change programs that focused on business improvements, customer journey and meter to cash. Nicole’s natural ability to organise chaos is extricably linked to her evolving success in PMO leadership and operational delivery

I worked with Nicole during the height of the pandemic at UKHSA. Nicole brought a wealth or organisational and governance skill to the team which was invaluable during a period of continual change because of the nature of the COVID 19 virus. Nicole was quickly able to build a PMO Framework from scratch, carefully engaging stakeholders on the way to ensure appropriate buy in to new ways of working. The improved cadence and reporting, provided an increased level of assurance around project risks, resourcing and deliverables which allowed the Contact Centre Change Team to easily identify interdependencies and opportunities for change delivery. This provided an improved experience for our wider government stakeholders and external partner agencies. Nicole is an innovative thinker, whose passion to deliver and get the best out of the teams she supports made her the ‘go to’ for project controls and guidance. Nicole was an invaluable member of the team, widely respected and I personally will be forever grateful for the support and guidance she provided me during the transition of the COVID 19 Contact Centre Services Programme.

The industry change portfolio existed as a consequence of legislative and governmental change. Nicole led the development and integration of the businesses internal consultancy that had sole responsibility for ensuring the groups businesses operated within the electricity and gas license conditions. Nicole’s wider brief included senior/executive briefings, board reporting and representation at government round tables. The portfolio also had oversight for a number of transformational change programs that focused on business improvements, customer journey and meter to cash. Nicole’s natural ability to organise chaos is extricably linked to her evolving success in PMO leadership and operational delivery

I worked with Nicole during the height of the pandemic at UKHSA. Nicole brought a wealth or organisational and governance skill to the team which was invaluable during a period of continual change because of the nature of the COVID 19 virus. Nicole was quickly able to build a PMO Framework from scratch, carefully engaging stakeholders on the way to ensure appropriate buy in to new ways of working. The improved cadence and reporting, provided an increased level of assurance around project risks, resourcing and deliverables which allowed the Contact Centre Change Team to easily identify interdependencies and opportunities for change delivery. This provided an improved experience for our wider government stakeholders and external partner agencies. Nicole is an innovative thinker, whose passion to deliver and get the best out of the teams she supports made her the ‘go to’ for project controls and guidance. Nicole was an invaluable member of the team, widely respected and I personally will be forever grateful for the support and guidance she provided me during the transition of the COVID 19 Contact Centre Services Programme.

The industry change portfolio existed as a consequence of legislative and governmental change. Nicole led the development and integration of the businesses internal consultancy that had sole responsibility for ensuring the groups businesses operated within the electricity and gas license conditions. Nicole’s wider brief included senior/executive briefings, board reporting and representation at government round tables. The portfolio also had oversight for a number of transformational change programs that focused on business improvements, customer journey and meter to cash. Nicole’s natural ability to organise chaos is extricably linked to her evolving success in PMO leadership and operational delivery