Marie Johnson

Acts as a strategic gatekeeper to senior executives, Aligns senior executive priorities with organisational strategy, manages sensitive Board and Committee information, and prepares governance and assurance reports. Oversees high-risk communications, executive workflows, and programme budgets to safeguard transformation outcomes and organisational reputation.

Strategic programme and portfolio leader with extensive experience delivering governance, PMO development, financial oversight, and structured delivery across complex multi-project portfolios (£40m+, 30+ programmes). Expert in portfolio assurance, operational governance, and performance monitoring, known for strengthening governance maturity, embedding structure, and translating programme data into actionable, measurable outcomes.

Developed and implemented PMO operating models aligned to PRINCE2 and MSP, embedding portfolio governance, stage-gate controls, RAID management, and benefits realisation. Standardised reporting and assurance frameworks enhanced transparency, executive visibility, and delivery confidence, while integrating quality and information governance strengthened compliance, data integrity, and organisational assurance.

Provides oversight of multi-programme portfolios across operational, digital, workforce, and service redesign initiatives, ensuring delivery of benefits, ROI, and smooth transition to business as usual. Designs dashboards and analytics to provide real-time insights, streamline reporting, and support risk-informed decision-making.

Financial governance experience includes portfolio-level forecasting, budgeting, investment assurance, scenario modelling, and expenditure oversight, ensuring alignment with organisational priorities and maximising value for money. Supporting risk identification, performance monitoring, and structured decision-making to safeguard resources and optimise delivery outcomes.

Collaboration and stakeholder engagement are central to my approach. I work with internal teams and external partners to align priorities, resolve performance issues, and ensure compliance, producing high-quality reports, briefings, and communications for senior stakeholders. I am committed to inclusive leadership, embedding equity and best practice across programme delivery.

I bring a combination of operational delivery, structured governance, financial oversight, analytical insight, and capability development to drive consistent, compliant, and value-focused programme outcomes across complex organisational environments.

Executive Governance, Portfolio and Transformation Leader 

Strategic leader delivering governance, PMO development, financial oversight, and structured programme delivery across complex NHS services and multi-programme portfolios (£40m+). Supports Executive and Directorate teams in portfolio assurance, operational governance, and performance monitoring. Recognised for embedding structure, strengthening governance maturity, and translating programme data into actionable insights and measurable outcomes.

Executive Governance and Strategic Support: 

Supports governance and assurance across multi-stakeholder programmes, ensuring compliance, audit readiness, and operational transparency.

• Acted as strategic gatekeeper to senior executives, aligning executive priorities to organisational strategy and safeguarding focus on critical transformation outcomes.
• Managed sensitive Board, Committee, and executive information with discretion and political awareness.
• Supported Board and Committee Secretary functions, including statutory cycles, regulatory submissions, and assurance reporting.
• Prepared Board papers, Committee briefings, and governance documentation in line with statutory frameworks.
• Prioritised executive workflows and aligned programme activity to organisational objectives.
• Managed high-risk correspondence and stakeholder communications to maintain organisational reputation.
• Oversaw programme-level budgetary control and expenditure assurance.

Leads PMO development and governance improvement to strengthen delivery confidence and portfolio oversight. Implements structured frameworks and continuous improvement practices. Architected and implemented a full PRINCE2 and MSP-aligned PMO operating model across complex multi-stakeholder systems.

• Developed and implemented PRINCE2/MSP-aligned PMO operating models across multi-stakeholder programmes.
• Increased PMO maturity from Level 1 to Level 3 (Pinto–Cota–Levin model), supporting progression toward Level 4 portfolio optimisation.
• Embedded portfolio governance including stage-gate controls, RAID management, dependency mapping, lifecycle frameworks, and benefits tracking.
• Standardised reporting templates and dashboards to improve transparency and executive visibility.
• Integrated ISO9001 Quality Management and ISO27001 Information Security principles to maintain compliance.
• Used performance analytics to support programme control and continuous improvement.

Leads delivery of multi-programme portfolios across workforce, digital, operational, and service redesign initiatives (£40m+, 37+ projects). Supports benefits realisation, ROI tracking, and transition into routine operations. Directed strategic oversight of a £40m+ transformation portfolio, ensuring alignment to organisational strategy and system-wide priorities.

• Supported strategic oversight of multi-programme portfolios, aligning activity to organisational priorities.
• Applied lifecycle governance, scheduling, dependency management, and benefits realisation frameworks to maintain delivery performance.
• Achieved ROI on Workforce funding through financial controls and benefits monitoring.
• Produced Quarterly Business Reviews (QBRs) and performance reporting to inform executive decisions.
• Supported transition of programmes into Business as Usual (BAU) to ensure sustainability.
• Led cross-functional teams including PMO, Finance, Communications, Workforce, Data Analytics, and Business Administration.

Supports financial governance for programme-level portfolios, ensuring effective budgeting, expenditure control, and compliance with Standing Financial Instructions (SFIs).Managed portfolio-level financial forecasting aligned to Standing Financial Instructions (SFIs), cost centre governance, and transformation investment controls.

• Managed programme-level forecasting, cost centre oversight, and investment controls.
• Provided financial monitoring and reporting to support Committee and Executive decision-making.
• Developed scenario modelling, resource allocation frameworks, and critical-path budgets.
• Strengthened transparency through variance reporting, early risk identification, and executive reporting.

Leads performance reporting and analytics to strengthen decision-making and programme delivery. Designed executive KPI dashboards, Tableau analytics solutions, and Board intelligence packs to inform strategic decision-making.

• Developed KPI dashboards, Tableau analytics, and reporting packs to inform senior managers.
• Established regional reporting frameworks and schedules to improve performance monitoring.
• Analysed trends, variance, and predictive data to support corrective actions across programmes.
• Digitised and automated reporting processes, reducing turnaround by 60% and improving visibility.

Supports the integration of Agile and hybrid delivery approaches to strengthen portfolio oversight and operational efficiency.

• Integrated Agile and hybrid delivery methodologies into regulated programmes.
• Implemented JIRA dashboards and PMO tools to improve coordination and reporting.
• Streamlined templates and reporting, improving governance clarity.
• Led adoption of digital tools and processes across teams.

Builds high-trust relationships with internal and partner stakeholders to align programme priorities and delivery objectives.

• Engaged 200+ stakeholders across 25+ regional and national partner organisations.
• Facilitated steering groups, governance forums, and executive workshops to support programme alignment.
• Produced executive communications including reports, briefings, presentations, and newsletters.
• Contributed to regional leadership programmes, supporting capability development.

Leads team and organisational capability building initiatives to strengthen governance, delivery, and quality standards.

• Built and supported multidisciplinary PMO and Business Support teams, embedding accountability and delivery standards.
• Delivered project management and governance training to 50+ staff.
• Completed NHS QSIR programme, embedding continuous improvement approaches.
• Produced exemplar reports demonstrating quality assurance in transformation delivery.

Values inclusive leadership, health equity, and cultural awareness in programme delivery and governance.

• Acted as EDI Champion and Health Inequalities Ambassador, embedding inclusion principles into programme governance.
• Contributed to Steering Committees influencing approaches to equality, diversity, and inclusive decision-making.

Executive Mastery of Business Administration – speciality in Project Management & Administration (2.1) - Merit