Grant Crawford

I am a Strategic Operations and Transformation Specialist with over 15 years of experience delivering multi-million-pound portfolios within the Professional Services, Legal, and Insurance sectors. My career has been defined by the ability to orchestrate complex global workforces and engineer data-driven processes that maximize efficiency and profitability. I am applying for the AI Trainer position to leverage my deep domain expertise in change management and my technical background in AI system validation.

I am a "Purple Person"—a vital translator between technical tech/data teams and executive business stakeholders. This experience is directly applicable to the role of an AI Trainer, as I possess the nuanced understanding required to evaluate and refine complex transformation scenarios, ensuring they are grounded in real-world logic and professional standards.

Key Qualifications for this Role:Current AI Expertise: I have recently completed the Google AI Foundations course and am currently working towards my next professional accreditation with Google, ensuring my training methodologies are aligned with the latest industry standards.AI Validation Experience: At PwC, I conducted extensive UAT testing for Resource Management Artificial Intelligence software, identifying logic defects and providing the data-driven evidence required for fixes.

Structured Methodology: As a certified Scrum Master and PRINCE2 Practitioner, I bring a disciplined, framework-oriented approach to evaluating project lifecycles and transformation roadmaps.

Analytical Rigor: I have a strong history of analyzing and interpreting complex data to provide insights for C-suite leads, ensuring that even the most technical maths are translated into actionable strategy.

Operational Orchestration: Having managed portfolios for 3,000+ employees across international business units, I understand the friction points of global change and can accurately train AI to navigate these complexities. I am eager to contribute my industry-leading expertise to help shape the next generation of AI-driven program management tools, ensuring they deliver the accuracy and strategic depth required by modern global enterprises.

National Resource Manager – Change & Transformation at Hiscox (2025-09 – 2026-03)

• Strategic Function Mobilization: Designed and embedded a robust resource management framework across the global Change and Transformation portfolio to support the "Hiscox 2030" scalability strategy and "One Hiscox" operating model.
• Global Workforce Orchestration: Directed resource allocation for a diverse workforce of 3,000+ employees across Europe, Asia, and North America, ensuring high-utilization rates across multiple time zones and international business units.
• Cost Efficiency & Talent Growth: Achieved a substantial reduction in contractor spend by renegotiating daily rates for junior roles, successfully reducing costs by £300 per day across 20 positions. This delivered an estimated £720,000 in annualized savings while maintaining project delivery pace.
• Skills-First Transformation: Balanced cost-optimization measures with a focus on internal skills growth, ensuring that lower contractor spend did not compromise the quality of the multi-year technology and data transformation roadmap.
• Forecasting & Data Analytics: Developed advanced headcount and contractor spend analysis models, providing the Chief Transformation Officer (CTO) and executive leads with the data-driven insights needed to forecast global demand and manage multi-million-pound transformation budgets.
• Stakeholder Influence: Acted as a key partner to global leads, providing strategic alignment between resource capabilities and the delivery of digital innovation, automation, and unified data ecosystems.

Resource Manager at Eversheds Sutherland (2024-06 – 2025-09)

This FTC was to cover the maternity leave of the Senior Resource Manager across the Litigation and Disputes Management team and the Resource Manager for the FSDI team. Responsible for both delivery of BAU resourcing within FSDI and improvement of practices and processes across the wider L&DM team.

• Updating the weekly and monthly reporting to include further detail covering office, grade and sector allocations and ensuring all new matters are resourced by the RM team.
• Process improvement, analysing current processes and implementing changes to improve operational effectiveness and profitability.
• Roll out of a new internal RM toolkit used to track capacity, skills and utilisation.
• Ensuring that all reporting across L&DM is standardised from the RM team.
• Consulting with clients developing RM functions and providing advice on strategy.
• Headcount management across fee earners to ensure profitability targets are met whilst remaining agile.
• Delivery of all Resource Management requests for FSDI.
• Creation and circulation of group reporting on a weekly and monthly basis.

Resource Allocation Manager - Corporate at Addleshaw Goddard (2023-09 – 2024-03)

This role was accepted with the intention of embedding new practices and processes to expand the RM function within the corporate team, unfortunately the actual role was to only to fulfill resource requests at volume and ensure the use of BigHand.

• Delivery of all Resource Management requests.
• Creation and circulation of group reporting.
• Embedding of BigHand software and processes.
• Creation of weekly and monthly dashboards allowing easy understanding of utilization and capacity.

Group Resource Manager (RAS) at Pinsent Masons (2021-03 – 2023-09)

• Responsible for the creation and implementation of the Resource Management function within the RAS team.
• Creation of skills matrix to understand capabilities and move to a capability based resourcing approach.
• Delivery of all Resource Management requests.
• Creation and circulation of group reporting.
• Develop, implement and manage all RM strategies in support of core business objectives.
• Introduction and implementation of capacity schedule across the RAS group.
• Creation of weekly and monthly dashboards allowing easy understanding of utilization and capacity.
• Process improvement, analyzing current processes and implementing changes to improve operational effectiveness and profitability.
• Constantly review all processes, tools and resources to ensure optimal performance at all times and explore opportunities to improve profitability through resource optimization strategies. Highlight benefits of new systems across the business to improve take up.

Programme/Project Manager at Hollander International Systems (Solera) (2019-08 – 2021-03)

• Responsible for delivery of all internal and external projects and managing as part of the wider programme of work.
• Creation of a new project framework embedding use of Jira and Confluence within the business.
• Implementation of resource planning procedures to help the business understand where the pain points lie and allow for more effective delivery of projects.
• Creating process flows for all areas of the business to streamline delivery and ensure all teams are working towards the same goal.
• Creation of weekly and monthly dashboards allowing easy understanding of progress, delivered to Managing Director and the Solera exec board.
• Responsible for the full project lifecycle from planning through to documentation.
• Collate, analyse and interpret complex data, producing detailed reports to assist with project planning and business strategy development.
• Management of the Web development team including all projects and line management.
• Managing creation of UK wide website and upgrade of AU/NZ website.
• Delivery of all change management projects including large scale unification project in conjunction with Solera colleagues.
• Acting as Scrum Master for development team.

Senior Manager Transformation at Merkle (2019-01 – 2019-07)

Consultancy based role across Financial Services clients working with Data and Tech teams to utilize data and technology to enhance marketing propositions.

• Delivering Pega software to large FS clients, ensuring understanding from the business and driving delivery within PMO.
• Business analysis roles, translating complex data and relaying to senior stakeholders for approval.
• Managing relationships between tech teams and the business, acting as a "Purple Person" and translating requirements.
• All aspects of Project Management from planning through analysis and onto management using Agile methodologies.
• Scrum lead and Product Owner across various channels as part of a large scale transformation project.
• Skills analysis for large FS client, allowing them to understand where they were in terms of delivering project and BAU work and where skills development is required.

Resource Management Senior Associate – RAS, Tech, Data Analytics & Cyber at Pricewaterhouse Coopers LLC (PwC) (2014-09 – 2019-01)

Working for a leading international professional services company, responsible for planning, coordinating and implementing all resource management activity for Risk Assurance Scotland (RAS), Technology Risk and Cyber Assurance projects.

• Develop, implement and manage all RM strategies in support of core business objectives.
• Project manage a variety of projects from initial concept through to completion. Managed projects concurrently, meeting competing deadlines and managing available resources to ensure that all schemes are delivered on time and on budget.
• Process improvement, analyzing current processes and implementing changes to improve operational effectiveness and profitability.
• RAID log management and budget tracking across a wide range of projects covering Risk Assurance, Data Analytics and Cyber Assurance, ensuring projects are delivered to plan and within budget.
• Manage all internal and external stakeholder relationships, acting as a focal point for all communication with the RM team for