Change Lead – Identity and Access Management Programme at Haleon (2024-07 – Present)
The IAM Programme is a multi-year programme delivering a simplified technology landscape, moving current process to new tools with capabilities beyond current solutions. Responsible for all Change deliverables associated with the Programme, utilising Haleon templates based on PROSCI Adkar Change Methodology, such as Case for Change, Change Impact Assessments, Stakeholder Analysis etc. Supporting 3 programme specific workstreams, delivering Privileged Access Management (CyberArk), Identity Governance and Administration (SailPoint ISC) and Access Management (Okta).
- Obtained nominees from each BU to create a Champions network; collaborating on scheduling, testing, feedback on design and migration approach. Regular briefings maintained engagement, even through change in organisation structure and personnel.
- A strategic decision was made to implement Okta Password management separate from onboarding applications for the purpose of SSO as a security measure; this would be carried out later in the year.
- As a result of reduced resources, took the lead to manage testing related to the implementation of Okta Verify for password management, across multiple Haleon approved devices from the dev environment through to 'ready to move to pre-prod environment' pending a Testing Lead joining the team. This was intended to be the first phase to change from the existing Password Management Portal and the use of PingID, leading to the retirement of the existing custom tool inherited from GSK. This implementation was paused in February due to some dependencies that surfaced related to the other workstreams and a change in our System Integration Partners.
- Worked closely with a 50% assigned Communications Lead to develop user facing content for intranet pages, together with other related assets and to ensure a consistent reporting approach carried out across our Stakeholder groups.
- Led the 'side-project' to deliver a change to the existing Password Policy without an allocated Project Manager. Worked with the Tech Lead to develop the L2 Project Plan, challenging where analysis had been inaccurate, ensuring appropriate Stakeholders were engaged to agree exemptions and input to the exemption process for those apps/users unable to comply with the new policy. Surveying all App Owners required significant analysis and followup. Ensured appropriate knowledge base guidance was created for the relevant audience. Engaged the Service Desk Lead to highlight changes to their Support Model for the Policy and the intended timeline. Restarted this implementation with 2 pilots in March and April, expected completion across the enterprise is due to complete end June.
- As of March 2025, the IAM programme underwent further internal replanning due to the exit of original System Integration Partners and the onboarding of new SIPs who were onboarded during April.
- Due to the delay to the IAM deliverables, approached to assist with the ongoing evaluation and delivery of Co-Pilot. With an initial 3000 licenses and an existing Champions programme to engage and maintain, together with a separate release of a further 1500 licences, Aligned with the ACM Team to develop and deliver CoPilot Training and Train the Trainer with Microsoft and also their Training Partners WMReply. Reviewed and provided input to Microsoft and Haleon's internal training content and delivery (as a consultant due to my long-term background in training development and delivery); attended sessions both as reviewer and participant, which also led to developing further CoPilot knowledge.
- Supported several Copilot sessions for beginners and intermediate users (via Promptatons); provided review and input to the additional scheduling, content for M365 app specific sessions to ensure delivery was fit for purpose, high quality, suitable for both English and non-english speaking audiences.
- From July, assigned to 2 additional projects to deliver Dynamic Edge Segmentation supporting the existing team and a transition of legacy Asset Lifecycle Management (ALM system) to the new Service Now ALM platform for manufacturing sites, as the existing resource was seconded to another role.
- A strategic decision has been made to move to Microsoft for MFA/SSO rather than Okta (as of Jan 2026); replanning and design etc is currently in progress; it's yet to be determined whether this will still be in scope of IAM Programme.
Change Lead – DevOps@Shell ways of working at Shell UK (2023-07 – 2024-03)
Joined the Core Team, taking over from a part-allocated resource. DevOps@Shell is a multiyear journey to enable DevOps teams to become autonomous and end-to-end accountable for delivering and operating IT.
- Developed and delivered all Business change artifacts, ramping up the frequency and targeting of communications using multiple channels to raise the profile.
- Collaborated with the Touchless Change Management team to create a range of content to present a schedule of sessions to an audience including Product Managers, Software Engineers, IT Ops Managers.
- Created a selection of 'how to' videos for newly released Codified Templates; these (together with 'readme' content) will be used to support f2f/virtual education sessions using a 'Hello Shell' lab environment to teach software engineers (yet to be scheduled).
- Together with the Site Reliability COP Lead, delivered a 3-day event for Software Engineers in Bangalore. This included presentations from Microsoft and
Various Change Management Positions at Shell UK (2022-02 – 2024-03)
Shell is a global group of energy and petrochemical companies with an average of 86,000 employees in more than 70 countries
- Developed the Pilot Migration Process for Shared Drives to SharePoint Online in close collaboration with the Process Lead as the Migration Lead was on long term sick-leave. The Pilot was successfully completed.
- Implemented Records Management Non-records disposal for SharePoint and OneDrive for ~1200 staff in Shell Legal, moving all data categorised as 'records' to SharePoint sites - successfully meeting the programme deadline.
BCM Lead / Change Management Lead at GlaxoSmithKline (GSK)
- BCM Lead on the Office 365 programme which upgraded globally 105,000 GSK Staff and 30,000 contingent workers to Office 2016; enabled ~97,000 users on Skype for Business between Jul-Dec 2017; migrated ~30,000 Team Sites and ~120,000 exchange mailboxes on time and within agreed BCM budget.
- Integral in the development of a change management methodology (adapted from PROSCI), which was rolled out across the GSK EIS organisation. Part of this effort involved the use of a roadmap to track and communicate the complex portfolio of change activities impacting users globally.
- Led the change management activities to upgrade ~33,000 SharePoint Team Sites from 2010 to 2013, delivered 3 months early and on budget, after action review confirmed BCM was a significant contributor to the success.
- Efficiently developed BCM plans to deliver the consolidation of 30 vendor contracts to 1 strategic partner for telephony, video and data networks for the GSK GO Programme.
- BCM for Active Directory Domain Migrations; 75000 users moved from a total of 11 domains to 1. Responsible for BCM strategy and communications to deliver the migration schedule.
- Contributed to a cost savings of £17m and 82% reduction user time to complete process by implementing new systems proven by conducting a cost-benefit analysis and going through script & tasks with individuals.
