PROJECT MANAGER, (IWS, Rentokil Initial plc) Feb 2006-AUG 2007 contract
CONTEXT: IWS (Initial Washroom Solutions) provide serviced washroom and textile solutions in a B2B environment from 20 service centres based around the UK. Obtained a number of contracts, managing a series of business re-structure and business change projects using PRINCE2 and Agile project methods as appropriate: -

PROJECT: TEXTILE DIVISION CLOSE DOWN - NATIONAL ACCOUNTS - IWS decided to close down an operating division managing textile services and required project support for internal staff during the process.
ROLE: Management of customer base and internal staff to ensure a clean closure and continuity for the remaining businesses and transition of service for key account customers.

PROJECT: CONTRACT ADMIN. – BUSINESS RESTRUCTURE- Business restructure and re-location of Admin teams from 20 Services Centres to Shared Service Centre. Project Managed, process mapping of existing and new business processes, requirements analysis, system testing, and transition of business from local to central contract processing facility.
RISK: Identified and highlighted a major shortfall risk in Oracle E-Business solution with regard to National Accounts support. Led on to leading project below:

PROJECT: NATIONAL ACCOUNTS ORACLE E-BUSINESS – Defined requirements for National Accounts department for Oracle E-Business solution. Led workshops, liaised with software teams to ensure understanding and delivery. Project Managed project through requirements capture, development support, and user acceptance testing.
RISK: Highlighted risks in Data Migration Strategy on Oracle E-Business solution that would have caused serious business disruption after GoLive. Defined legacy data cleansing requirements, data transform issues and acceptance tests required to bring project back on track.

PROJECT: NATIONAL ACCOUNTS – BUSINESS RESTRUCTURE – Mapped and moved department (using legacy systems) with improved service levels to end customers. Process mapped existing department processes, defined and recruited new department, project managed transition and deployment of new department.

PROJECT: IT DEPT. AND DATA CENTRE – BUSINESS RESTRUCTURE - IWS needed to relocate its IT Department and Data Centre from its London headquarters to their new Shared Service Centre in the Midlands.
ROLE: Consolidation and relocation of IT department and data centre from London to Birmingham. Project Managed, process definition, consolidation of 51 legacy servers (VMware) supporting over 1500 staff, relocation of hardware and infrastructure, transition of department from local to central services facility. Creation and adoption of service and operational level agreements (SLA and OLA).

TECHNICAL DIRECTOR Mar 2004-DEC 2005
CONTEXT: SSSE (formerly Blick plc) has a turnover of £65M and develops and supports and number of product ranges covering: Time & Attendance, Car Parking, Onsite Communications and Electronic Access Control.

CORE ROLE: Led New Product Development department with 38 heads, split into six teams covering Software, Documentation and Test, located across four locations in the UK with annual £2.1m budget.
Implemented regular project review meetings to ensure project deliverables, risks and issues were regularly reviewed and action taken.
CHANGE: Implemented and led Agile processes for product development. Created MoSCoW feature lists for key product ranges and facilitated workshops to review and define feature priorities.
Championed adoption of Microsoft toolset and n-tier architecture to deliver scalable solutions across the group which allowed for cross product integration.
BACKGROUND: Key clients including: Airports (New Bangkok International Airport), Utilities (National Grid), Retail (Boots plc), Healthcare (Rampton Secure Hospital)

Key Technologies used, Components, n-tier, .NET Framework, C#, VB.NET, ASP.NET, SQL Server

TECHNICAL DIRECTOR 1999-2004
CONTEXT: PAC International manufactures Electronic Access Control Systems. The Management Systems were based on a Microsoft Windows toolset. Systems deployed supported up to 2M transactions per day and have more than 50k users.
ACHIEVEMENTS: Created development processes, allowing ISO 9000:2000 accreditation for the business.
Built department from team of 6 engineers to multi-teamed, multi disciplined teams of 24 professionally qualified engineers.
RANGE: Created and managed Product Family Strategies/Roadmaps, working closely with Sales Managers/Teams and all relevant stakeholders.
Defined, architected and delivered scaleable n-tier solutions using .NET, Microsoft SQL Server, VB and C# toolsets.
Directed the development teams and Project Leads in order to ensure projects met both Technical, Cost and User requirements.
BACKGROUND: Key clients including: Banking / Finance (Chase Manhattan, Nat West), Utilities (British Gas, North West Water, Powergen), Healthcare (Kent & Canterbury NHS Trust), Government (Vandenberg Air force base, Essex Police, Kent Fire brigade), Local Government (Manchester City Council, London Borough of Wandsworth)
Key Technologies used: OO, Components, n-tier, C++, MFC, .NET Framework, C#, VB, SQL Server
Represented the company at the British Security Industry Association (BSIA).

DEVELOPMENT MANAGER 1991-1999
SENIOR DEVELOPMENT ENGINEER 1989-1991
ACHIEVEMENTS: Championed, led and delivered the Company’s first Microsoft Windows administration system and next generation 32-bit Windows administration software.
Defined, architected and delivered many Microsoft tooled solutions covering 2-tier, 3-tier.
BACKGROUND: Managed teams developing Software, Electronics, Documentation, Test and Training.
Key Technologies used, OO, C++, MFC, Access, Paradox