Key objectives:
• Migrate eGain workforce manager application from NT to Windows 2003 (project manager).
• Migrate HBOS Hull Retail Network outlets from Kingston Communication to the BT hosted mmVoIP solution. Principally to ensure sites become part of MI reporting infrastructure (consultant).
Achievements included:
• Greater understanding of project objectives, business requirements and deliverables
• Identified, agreed and implemented action plan to resolve outstanding issues with supplier
• Improved customer experience (both internal and external)
• Full documentation for all project phases and greater level of detail
• Improved effectiveness and efficiency of project team
• Greater monitoring and tracking of project activities
• Identified and resolved all remaining BAU service issues
Major factors contributing to achievements:
• Stricter and more effective project governance by introducing closer monitoring, tighter control and greater discipline to the project
• Defining and agreeing project acceptance and success criteria with relevant areas
• Greater empathy and understanding with the business teams to gain a better appreciation of their needs
• Practising firm but fair approach with supplier
Major business benefits introduced:
• Established clearer vision and objectives business areas
• Identified alternative options and suppliers, commenced RFI process
• Improved business performance against SLAs
• Accurate view of the projected costs and alternative solutions
• Clearer strategic path identified with buy-in from business teams
• Hull sites migrated onto mmVoIP platform and MI infrastructure issue free

• Network Telephony Upgrade - one of five projects making up the Step Change programme.
• A high profile and dynamic role as the bank’s Retail IT representative for the project.
• Representing the Retail Network business team in the technical arena, responsible for ensuring the project’s deliverables were fit for purpose and matched the business requirements. Incorporating a QA role liasing with key stakeholders, internal and external suppliers to verify adhering to recognised HBOS project standards.
Key objective: To migrate the entire HBoS Retail Network of over 1,000 outlets onto the BT hosted multi-media VoIP solution. An aggressive timescale, rollout to be completed within fifteen months to maximise projected group savings.
Achievements included:
• Deployment completed within stated timescale (only one delay)
• Successful introduction of strict project governance, structure, documentation etc.
• Personally responsible for building of strong (unprecedented) relationships between technology and business areas
• Strict monitoring and control undertaken but with sense of humour maintained throughout
• Generated a genuine environment of openness and honesty
• Unique understanding of technical and business needs, individually and collectively
• Fault handling, problem solving MI for analysis
• Dependencies
Major factors contributing to achievements:
• Quality documentation for all phases
• Regular ARIaD review
• Effective risk assessment & issue management

Platform Transformation Programme (PTP). A multi-million pound project to migrate the HBOS IT platform to Windows Server 2003 and XP for desktops. The largest project to be undertaken by HBOS.

An extremely challenging role encompassing key project management and business analysis skills coupled with a requirement to provide project consultancy.

Key objective: To manage the Retail Deployment Forum, comprising of ten key business and IT areas, ensuring deliverables identified, produced and delivered successfully to ensure a smooth and efficient rollout of the solution to the Retail Network comprising of 1,800 retail outlets.
Achievements included:
• Provided a successful interface between senior Retail Business & IT management
• Produced Business Requirements (with sign-off) accurately reflecting requirements for all business, IT and commercial areas
• Effective supplier management of Unisys in production of the complete rollout schedule.
• Production and subsequent management of project plans to ensure key deliverables and major milestones met
• Selection of innovative web-based database to manage rollout schedule
• Identified and produced definitive Success Criteria for deployment acceptance
• Identified and produced quality Business Proving Checks (UAT) for use by retail outlets post-migration
• Implementation of processes and supporting documentation to ensure synergy with other key business critical projects with no adverse impact
• Identifying and highlighting critical risks and issues with appropriate mitigation provided
Major factors contributing to achievements:
• Thorough understanding of what was needed for a successful delivery and converting the information into a plan
• Maintaining regular contact with all senior key individuals and maintaining excellent working relationship at all times
• Rapid identification of the barriers to success and appropriate action required to overcome the challenges
• Quality documentation providing clear and concise information of requirements and actions

Further key deliverable to Project LION (below). To provide mmVoIP to 23 of Abbey’s head office sites with subsequent de-commissioning of Featurenet. Project valued at £2.5 million, VoIP solution projected to save Abbey £5 million over 5 years.

Managed BT team of 3 Project Managers, 2 Customer Service Managers and 20 deployment staff. Managed 3rd party suppliers CISCO, Honeywell & BT Wholesale.
Key objective: To get project back on track with a clear plan, achievable dates with successful deployments and re-build relationship with customer.
Achievements included:
• Key objective achieved with wide-spread recognition received from both BT and Abbey
• Re-built relationship with customer enabling both customer and supplier teams to work efficiently and effectively together
• Passed major contractual milestone (revised) relating to service management and support of VoIP platform
• Provided a more robust quality VoIP solution blue-print for future sales
• Planned and demonstrated an effective and workable de-commissioning strategy for Featurnet
• Extensive coaching and mentoring provided significant improvement in project management team’s performance
Major factors contributing to achievements:
• Quickly established key areas to address and implemented recovery plan. Including design, installation, testing and highlighting outstanding technical challenges
• Quickly regained customer trust by delivering to the agreed recovery plan
• Imposed stronger and more concentrated management of issues, risks and change control process with formal weekly reviews both internally and externally
• Introduced better quality daily, weekly and monthly reporting model for the customer to demonstrate and measure progress
• Provided a greater focus on planning further ahead, for example, Capacity Planning for decommissioning of Featurenet
• Quickly raised team morale by delivering series of “Quick Wins” to prove the team’s ability and professionalism
Major business benefits introduced:
• No financial penalties imposed on BT due to passing major contractual milestone (£250k)
• Robust blue-print developed for future VoIP solution sales to other blue-chip clients
• Greatly improved relationship between BT and Abbey, continuing much coveted ‘Business Partnership’ status

• Project LION was the first contract of its type for BT, a key strategic deal for both BT & Abbey, valued at £25m over five years.
• The Cable, Asset & Inventory (CA&I) Management was a key deliverable to the success of the project and future business for BT’s Service Management.
• Phase One CA&I element valued in excess of £2.5 million.
• Managed internal budget in excess of £500k.
• One of the largest implementations of iTRACS (cable management system) in the UK.
Achievements included:
• Systems & processes delivered in 61 working days despite extremely tight timescales and resource constraints. Involved audit of 644 branches and 15 of Abbey’s key strategic head office sites.
• Developed systems & processes to be used by BT as the standard model for delivering CA&I Management to other key outsourcing customers.
• Fully functional cable management systems and supporting processes for both branch and head office delivered, fit for purpose, within 20 working days
• Asset & Inventory data for the migrated and adopted estate sourced, validated, baselined & loaded for billing purposes within 30 working days. Greater degree of accuracy and granularity provided for billing
• Passed two major contractual milestone assessments with Abbey, thus avoiding penalties totalling £300k
• Major achievements acknowledged by Abbey greatly enhancing customer’s perception of BT
• Successful development & delivery of branch and head office network scans, providing critical data for population of CA&I databases allowing efficient and effective auditing, maintenance and technical support
• All technical and process elements fully documented
Major factors contributing to achievements:
Large volume of key deliverables against deadlines required:
• Rapid identification and effective management of issues & risks with appropriate actions, mitigation
• Prompt team building, ensuring all team members clear with role, responsibilities and outstanding activities
• Efficient reporting structure introduced with project team and regular communication with senior BT & Abbey management teams
• Building excellent repor with the client, achieving buy-in to objectives and securing assistance when necessary – critical to success of project
• Accurate planning with constant monitoring to ensure all aspects delivered
Major business benefits introduced by successful implementation:
• Recurring revenue for BT from CA&I of over £2.5 million per annum
• Blue-print developed enabling further opportunities for BT with other blue chip clients
• Successful start to the BT & Abbey partnership. Strengthening reputation and creditability with the consumer and the financial market places. Recognised positive impact on share price.
• Fault resolution & speed of Voice & Data changes improved by 30%

Responsible for the effective management of 3 concurrent development work streams, including the maintenance and support of 3 “Sales Tools” production systems embracing multiple sales channels ranging from the branch network to customer service centres recognised as vital to sustaining the highly-acclaimed growth and success of the HBOS products and brand.
Achievements included:
• Functionality and enhancements of Sales Tools held in high esteem throughout the business
• Accurate management of budgets totalling in excess of £1 million
• Successful generation and transition of Business Case valued at £350k
• Successful implementation of 6 major releases & additional monthly releases to support counter-based national sales campaigns
• Successful merger of two maintenance & support teams
• Maintained excellent relationship with all business colleagues throughout
• Effective coaching of project leads and team members further improving overall standard of teams and associated deliverables
• Achieved significantly higher standard of business requirements ensuring efficient development and testing phases.
• Introduced a number of “Best Practise” initiatives introducing a formal Project Handover process from project teams to Support. Also structured Environment Management and instigating a Disaster Recovery process.
• Offering exceptional value for money when comparing deliverables with total cost
Major factors contributing to achievements:
• Efficient management of the full project life cycle of the releases - analysis, design, build, test, implementation & subsequent support.
• Detailed project plans, accurate reporting and regular effective communication ensuring all members of the teams, both business and IT aware of and able to track progress as and when necessary.
• Early and accurate identification of risks, speedy resolution and containment of all issues.
• Developing and maintaining an excellent team spirit
• Actively promoting a “continual improvement” approach to the work involved
• Subtle coaching of colleagues to approach workload in organised and structured manner
Major business benefits introduced:
• Provided an uplift of sales conversions across all product groups, varying from 5% in branches to 35% with independent agents equating to approximately £25 million for the year
• Fast and highly efficient counter and interview service for sales colleagues
• Exceptional customer experience

Responsible for successful delivery of £3 million Virtual Call Centre CTI Genesys solution. An extremely high profile project with great interest being shown within Her Majesty’s Government at the highest level, namely The Chancellor of the Exchequer (Gordon Brown). Interest shown due to large number of jobs available should the project be successful and monetary value of grants awarded to the overall programme.

Widely recognised by both IF & BT senior management as a phenomenal achievement due to the intricacy of work involved and time scales involved. Numerous verbal & written bouquets received.
• Provided leading edge technology, hardware & software totalled £2.25 million, professional services £750,000.
• Solution involved provision of additional call centre with further 650 agents.
• Total of eight workstreams successfully managed to completion.
• Extremely complex architecture, part of scope required re-engineering and migration of key components to new site during deployment & testing phases, greatly increasing risk to existing three site 24 x 7 platform.
Major business benefits introduced:
• Ensured Halifax Bank Of Scotland, Intelligent Finance maintained position as UK’s fastest growing bank
• Provided additional 650 jobs for the local Rosyth area
• Introduced complete virtual call centre approach, agents able to log on from any of 3 sites, providing maximum flexibility utilisation of resource
• Unrivalled relationship with customer, ensuring further business for the future while still effectively managing customer’s expectations
• Strengthened customer’s confidence in products and overall solution
• Demonstrated what can be achieved with strong business relationships and genuine teamwork
Technology:
Genesys Inbound & Outbound software products including T-Server, Stat Server, Interactive Routing and Work Force Manager. Meridian Option 81 Voice Switch, Periphonics IVR & Eyretel Voice Recording.