 Managed the resourcing function (7 direct reports) to ensure that the project staff requirements for Change Delivery pool (circa 300 people) portfolios were met efficiently and effectively.
 Oversaw the recruitment, management, development and motivation of the staff required to deliver the Change Programme (50+ permanent recruits in 6 months).
 Supported the development and implementation of operational plans and budgets for central resourcing team ensuring effective delivery of agreed initiatives and process improvements within timescales and budgets.
 Led the management of recharges, resource capacity planning and utilisation within Change.
 Supported the communication of the aspirations, plans and performance across Change department to ensure everyone understood and could contribute to performance objectives.
 Built and maintained relationships with senior internal stakeholders and external stakeholders to enable the effective delivery of resources to deliver the change plan.
 Implemented and managed Preferred Supplier list for external resource providers to ensure the resources required were obtained cost effectively (reduction in premium cost from 325% (2007) to 275% (2008)).
 Implemented automated Oracle I-procurement system and processes for procurement of temps, contractors and consultant resource, increasing controls to achieve 95% compliance in first quarter.
 Developed and maintained relationships with stakeholders across the business to support the function, in particular HR and Finance.

 Set-up centralised Portfolio Management team of 12 people.
 Developed governance framework for the management of the Change Portfolio (circa 150 projects / programmes) and the prioritisation mechanism.
 Developed and maintained Portfolio plans containing strategic deliverables, key implementation milestones and benefits for presentation to the Executive and Board.
 Developed the process for and led the prioritisation and planning for strategic projects (> £100K), co-ordinating business and finance areas. Presented the proposals and led the prioritisation at Governance Change Forum (Exec/Director level) prior to input to Strategic Plan for presentation at Board.
 Actively involved with shaping of the Change Portfolio to ensure CFS’ goals and strategic objectives are met through assessment of new ideas and ongoing prioritisation working with Business Units, Strategy and IT.
 Developed and managed the production of MI to Governance forums (Sponsors and P&L Owners), the Executive and Board. Quality assured MI across the portfolio.
 Monitored overall portfolio progress reporting and benefits tracking, monitoring portfolio performance and delivery at aggregate levels against plans, KPIs and objectives/targets
 Relationship management with senior Programme and Project managers, providing specialist advice and guidance to Portfolios on:
- CFS Programme and Project lifecycles
- CFS policies relating to project and programme delivery and governance
- Issue and change management processes
- Planning processes and use of planning tools
- Resource management processes.
 Set-up PMO Practice model for the development of capabilities of PMO Change delivery resource.
 Developed Business Case and managed initial stages of third party package evaluation of Portfolio & Project Management (PPM) tool.

 Lead project management role to develop and implement a CFS-wide project management and governance framework for strategic projects.
 Contributed to the development of a project lifecycle based on Prince 2 and MSP principles and co-ordinated implementation and rollout across circa 700 people within the project community, including training presentations to Executive and Senior Directors.
 Developed consistent reporting toolset and processes and implemented across project community.
 Co-ordinated the development of consistent project templates to support the lifecycle, including business case and Prioritisation Scorecard.

 Provided expert level advice, services and leadership to facilitate decision making, the swift resolution of problems and the identification, development and delivery of innovative solutions to meet the IT Development & Delivery departmental objectives.
 Developed and organised several divisional conferences for circa 400 people, including leadership and motivation events for senior management population.
 Monitored progress against operational plans and targets and made recommendations for corrective action to get back on-track, where appropriate.
 Ensured compliance with corporate, statutory and regulatory requirements, plus other relevant internal/external standards and kept abreast of changes impacting the business.
 Represented the department at CFS forums to ensure the interests of the function were effectively represented and to ensure kept aware of all relevant developments.

 Responsible for providing specialist input, advice and guidance to the IT management teams on a wide range of solutions available within the market place to improve the overall performance of projects year-on-year.
 Responsible for the relationship with Mercury, a leading software vendor in testing processes and tools, and for the implementation of revised testing best practice, processes and Mercury testing toolset at CFS (now owned by Hewlett Packard). As part of this role, represented CFS at BCS conferences and organised a Mercury User Group with HSBC, NU and Barclays to share and discuss testing best practice across other financial services organisations.
 Managed third party assessment to identify the preferred supplier of an impact analysis tool and managed the project to roll out the tool and associated processes to department.

 Debt and Arrears Project. Reported to Head of Bank Projects. Responsible for third party package selection and implementation of new mortgage arrears package, Portfolio Collect owned and managed by Lynx Financial Systems (LFS). Responsible for redesigning business processes and developing and embedding new processes within the customer services area.
 Closing Business Project. Reported to the Business Programme Manager, managing the third party package selection and installation of the Experian Customer Authentication service and DVLA registration service into the Customer Contact Centre to facilitate the more efficient “one and done” closure of business.
 Laptop Accounting Project. Reported to the IT Programme Manager managing the mainframe stream of a project to replace the manual, paper based Financial Adviser collections process with a laptop solution.

 Developed and documented processes for managing the opening and closure of District Sales Offices for Financial Advisers (FA).
 Provided day-to-day and overnight support of accounting and FA remuneration systems via “fix on fail”. IBM Mainframe Environment, COBOL, CICS, DB2, IDEAL and ASSEMBLER.