Contracting to Carrier Marketing Director, this position assumes responsibility for project management of the Go-to-Market workstream of a simultaneous international joint product launch with Vodafone.

• Complex stakeholder management, covering internal / external parties from both Group and local country remits.
• Design and facilitation of project-specific management information reporting process.
• Championing and mediating the impact of cultural change across internal RIM teams.

Contracting to Project Services Practice Lead, this position saw responsibility for background analysis, design and production of a comprehensive control framework for a highly successful, but unstructured, key profit centre.

• Creation of audit-based control process set for £150m annual turnover Project Management Office (PMO).
• Creation of PRINCE2 inspired project delivery processes, congruent with PMO process set.
• Creation of supporting “snapshot” reference documentation, to enable quick adoption in readiness for ISO review.
• Key involvement in re-engineering of corporate Business Take-On process.
• Situational analysis and proposal for group product marketing improvements

Subcontracting within integration tower of £7billion EDS service improvement initiative for the Department of Work and Pensions. This position saw responsibility for cross-tower collection and dissemination of configuration data.

• Extensive stakeholder relationship management within a highly complex, multi-vendor environment.
• Analysis and creation of resolution plan for complex data management issue, affecting entire programme.
• Continual re-calibration of data collection approach to reflect programme direction and technical strategy.
• Multi-vendor negotiations, to articulate and agree purpose and definitions of key products.
• Responsibility for 2 contractors, 2 project and 9 leveraged operational resources.

Contracting on a business critical £12m ERP implementation project. Responsible for solution fit and process analysis, documentation and recommendations for UK strand of EMEA programme.

• Facilitation of system and working process workshops (vendor / internal stakeholder participants).
• Process re-engineering within Finance, Call Centre and Logistics business areas.
• Short notice preliminary scoping of new financial system.
• Spell as interim application test lead, responsible for test approach design, 3 testers and 1 consultant.
• Creation of extranet micro-site for user visibility and documentation storage purposes.

Working agency-side in a client-facing capacity, this role saw responsibility for 6-12 concurrent lead generation projects, primarily across the IT sector.

• Marketing analysis, campaign design and execution for high-value technology solutions (e.g. CRM, ERP).
• Target market identification, test matrix design, data sourcing and segmentation.
• Client relationship from pre-sales through to repeat business, often involving strategy consultancy.
• Mentoring, encouraging and ad-hoc training of telemarketing team members.
• Proactive creation of full database specification document, to permit release for tender – completed in own time to support company strategic growth and quality objectives.

Responsible for stock control, profit margins and marketing mix of portfolio including mobile telecoms handsets, mobile data products and associated accessories.
• Re-engineering of erroneous Direct Debit procedure within first 2 months of joining the company.
• Supplier (£3m annual procurement budget), client and 3rd party relationship management.
• Delivery of regular sales update meetings, highlighting key product line USP’s.

Corporate Affinities Executive
November 2002 – January 2003
This role saw responsibility for developing a new corporate route to market - the use of Affinity partnerships.
• Salvage of crumbling corporate relationship with Sky Sports, providing path to negotiations with Sunderland AFC.
• Financial assessment, design concept and presentation of new bespoke telephony product for Sunderland AFC.
• Re-engineering of corporate Affinity literature set, to reflect more professional approach.

Marketing Analyst / Functional Change Manager
January 2001 – November 2002
Reporting directly to the Managing Director, this position saw me involved in analysis and decision making that affected both company and marketing strategy direction.
• Project management of all business changes driven from within the Marketing department (new product release etc.), implementation of promotional tracking techniques.
• Competitor and compliance research, within the Fixed, Mobile and ISP sectors of Telecoms
• Market viability assessments for European expansion of telephony, and potential new health product line.

Call Centre Analyst
July 2000 – December 2000
Reporting immediately to the Call Centre Director, this position saw me given the remit to centralise all agent reporting within the organisation.
• Administration of telephony system and design of call routing logic, using Rockwell ACD commander.
• Design of management information system throughout 120-man Call Centre.
• Creative rollout of real-time telephony management consoles to team leaders, despite no budget.

Assistant to New Applications Group Manager
March 1999 – June 2000
This role saw me closely assisting an experienced manager in all aspects of Call Centre management.
• Assisting in the inception of a call centre – overseeing telephony set-up, seating plans, project documentation.
• Design and delivery of procedure, systems and company background training to a new team of 15.

As a trainee on the Management Development Programme at John Lewis, based in the busy toy department for 8 months, covering the Christmas period, this role offered a tremendous fast-track learning experience in a high-pressure retail / merchandising environment.