Mike Morris

I'm a natural connector; someone who builds trust quickly, brings calm to complex situations, and genuinely cares about the people and organisations I work with as much as the outcomes we're working towards. My career has taken me across project delivery, PMO leadership, process improvement, and data, what ties it all together is a consistent drive to make things work better for everyone involved. I'm collaborative by nature, adaptable by experience, and at my best when I'm given a real problem and the autonomy to solve it.

PRINCE2-certified with a broad track record of delivering measurable change across global enterprise, public sector, and consultancy environments.

Project Manager, Global at Vantage Data Centres (2024-02 – 2026-03)

Lead critical enterprise transformation initiatives and Microsoft Platform ownership across EMEA, APAC and North America, delivering measurable business outcomes through strategic project recovery and process standardisation.

• Critical Project Turnaround: Rescued CFIUS Segmentation project from "Red" failing status to "Green" within two weeks through stakeholder alignment, structured governance and strategic cost reduction, transforming stakeholder perception from problematic to controlled delivery
• Enterprise Hardware Transformation: Directed $10M estate-wide hardware upgrade programme across global operations, delivering on-time completion whilst managing complex vendor relationships and minimising business disruption
• Global Process Transformation: Led Global Development Processes Improvement initiative standardising development functions across three regions, improving cross-regional collaboration and operational efficiency
• Platform Leadership: Oversee enterprise-wide Microsoft ecosystem including Azure DevOps, Power Platform, Microsoft 365, SharePoint and Power BI, ensuring strategic alignment across all business units
• PMO Establishment: Built department-wide PMO framework and governance structure across three continents, reducing project delays by 25% and delivery timelines by 20%
• Agile Transformation: Led organisation-wide Agile adoption delivering 30% faster project delivery and 45% improvement in deliverable predictability
• Executive Reporting: Developed C-Suite dashboards providing real-time portfolio visibility and enabling data-driven strategic decision-making

Head of PMO at QuantSpark (2023-04 – 2023-08)

Built PMO capability from inception whilst serving on Senior Leadership Team, reporting directly to CEO

• Strategic Leadership: Established comprehensive PMO framework and served on Senior Leadership Team, providing portfolio performance insights and strategic guidance directly to CEO across all business operations
• Revenue Impact: Designed and implemented project lifecycle framework improving revenue forecasting accuracy by 30% and overall project efficiency by 25%
• Risk Management: Created enterprise-wide risk assessment and mitigation system, standardising risk protocols across all client engagements and reducing project exposure
• Resource Optimisation: Developed utilisation model for 30+ consultants across multiple concurrent projects, improving billable utilisation rates by 25% and enhancing client delivery
• Executive Reporting: Implemented Master Summary Schedule providing real-time portfolio visibility to C-Suite, enabling strategic decision-making and resource allocation
• Capability Development: Established project management training programme and mentorship framework, improving delivery efficiency by 35% and increasing client satisfaction scores

Project/Product Manager at Lloyds Banking Group (2022-03 – 2023-04)

Delivered strategic portfolio management across 7 portfolios encompassing 35+ initiatives, managing customer-facing products serving 350,000+ users.

• Portfolio Strategy: Created and implemented comprehensive strategic roadmap across 7 portfolios and 35 initiatives, improving portfolio visibility and cross-initiative alignment
• Governance Excellence: Developed and executed governance protocols increasing organisational project maturity and standardisation across all business units
• Risk Leadership: Established RAID reporting framework and best practices across Support Portfolio, improving risk identification by 30% and stakeholder reporting accuracy
• Product Delivery: Managed customer-facing products throughout complete lifecycle from conception to market launch, delivering user experience improvements for 350,000+ customers
• Sustainability Innovation: Spearheaded corporate sustainability initiative resulting in strategic partnerships with three Refill Stores and group-wide staff discount programme

Programme Support LAMP Testing at DHSC (Loan from MCGA) (2017-11 – 2022-02)

• Orchestrated critical LAMP laboratory implementation across 6 NHS Trust sites covering 30+ hospitals and universities during national health emergency
• Managed programme delivering routine testing capacity for 25% of NHS workforce through innovative saliva-based technology
• Delivered all implementation sites ahead of schedule and under budget, reporting directly to Director of Programme and Chief Scientific Officer

Private Secretary at DHSC (Loan from MCGA) (2017-11 – 2022-02)

• Provided strategic counsel to Director of LAMP Testing on high-stakes policy implementation and cross-departmental initiatives
• Managed complex stakeholder relationships and orchestrated cross-government communication strategies

Policy Manager at Maritime and Coastguard Agency (2017-11 – 2022-02)

• Led development and implementation of Maritime Labour Convention policies, representing UK interests at international maritime conventions
• Chaired tripartite working group establishing new maritime employment standards affecting UK shipping industry

Team Leader at Home Office (2017-11 – 2022-02)

• Led and developed high-performing team of 10, achieving 65% improvement in departmental throughput whilst maintaining quality standards
• Implemented continuous improvement practices establishing new departmental efficiency benchmarks
• Created structured development pathway resulting in 4 team members securing promotions within 9 months

Assurance and Risk Support Officer at Home Office (2017-11 – 2022-02)

• Developed automation solutions reducing administrative workload by 20% and improving process efficiency
• Created comprehensive risk assessment frameworks enhancing stakeholder reporting accuracy and decision-making

Various progressive roles at Greater Manchester Shared Service (2016-09 – 2017-11)

• Spearheaded comprehensive digitisation programme reducing administrative workload by 90% through intelligent process automation
• Delivered modernisation strategy improving service delivery metrics and achieving measurable customer satisfaction improvements
• Implemented cost optimisation initiatives successfully returning business unit to profitability
• Enhanced customer experience achieving 100% positive feedback and reducing billing queries by 35%

Consultant / Advisor at Vierma (2026-02 – Present)

Strategic and commercial advisory support, contributing to growth strategy and operational planning.

• Attended and represented the business at international trade exhibitions, supporting sales activity, building client and supplier relationships, and strengthening the brand's presence in key markets

Consultant / Advisor at Born Again Boots (2023-02 – 2025-01)

• Led strategic business planning including P&L forecasting and long-term growth strategy development
• Established financial controls and reporting mechanisms optimising profitability and business performance

Consultant/Advisor at The Goalkeeping Network (2021-01 – Present)

• Developed company-wide strategic objectives and KPI framework supporting business growth
• Led strategic planning for new product launches, achieving consistent sell-out performance within hours of release
• Orchestrated corporate philanthropy initiatives enhancing brand positioning and community engagement

BA(Hons) in History – Sheffield Hallam University