Programme Manager at Legal & General Affordable Homes (2023-09 – Present)
- Managing the migration and integration of data, as part of the merger of Peabody Group and Catalyst Housing
- Developing relationships with 3rd party Service providers, keeping senior stakeholders engaged and informed through structured working group meetings and steering boards
- Presenting business cases for Project Change
Data Governance & Reporting Programme Manager at Peabody Group (2022-06 – 2023-08)
- Managing the migration and integration of data, as part of the merger of Peabody Group and Catalyst Housing
- Developing relationships with 3rd party Service providers, keeping senior stakeholders engaged and informed through structured working group meetings and steering boards
- Presenting business cases for Project Change
Service Transition Lead at Zurich Insurance (2021-09 – 2022-04)
- Managing the transition of FinOps processes, from an underperforming 3rd party supplier to a new provider (offshore to offshore)
- Working with key stakeholders, across 3 organisations, to efficiently develop and deliver to plan, ensuring all process documentation is captured and knowledge transfer completed
- Input into the creation of the new organisational structure and heavily involved with the recruitment and hiring process of skilled resources
- Work closely with Business Managers to understand and fulfil any Legal, Compliance and Contractual requirements
Project Manager and Owner at JT_AOA Property Management (2016 – Present)
- Managing a growing portfolio of residential BTL properties across the UK
- Property remodelling, property management and property sourcing through auction, private sale and probate offerings
Merchandiser (temp role during Covid) at TJX Europe (2019-09 – 2022-09)
Project Manager at Experian (2017-09 – 2017-12)
- Co-ordinating and creating the structure of a central document store for a number of complex projects across Finance, in line with the overarching Finance Transformation Programme of work
- Obtaining country-specific data and MI from global teams across the Finance Functions and Business Units and managing the relationship with external vendors as part of the key stakeholder population
- Lean Review: Key focus on reviewing current processes and analysing data with SME's across business units, identifying opportunities for automation and process improvements to recognise cost efficiencies and improved effectiveness as part of the larger cost saving initiative
Location Strategy Project Manager at Direct Line Group (DLG) (2015-10 – 2016-12)
- Responsible for the end to end delivery of multiple projects and workstreams across Finance and Commercial Business including Transactional Services, Financial Control and Business Intelligence/Development (BI)
- Achieved the successful transition of 15FTE from the UK team to the offshore team in India, as part of the cost saving initiative, enabling the UK staff to be upskilled and redeployed internally by engaging closely with the Business HR Function
- Migration of complex processes from high cost to low cost locations, through managing and facilitating delivery across multiple onshore and offshore locations
- Understanding individual requirements from key stakeholders and tailoring the project to incorporate the best level of intervention and engagement for a successful delivery
- Providing detailed reporting documentation to satisfy audit and legal requirements including Milestone Plans, Budget Trackers, Service Orders, training and knowledge transfer plans
- Engaging early on with SMEs and T&D teams to map processes and identify synergies/process efficiencies through applying Lean Principles whilst also identifying and capturing all risks and issues
Location Strategy Project Manager at Deutsche Bank (2013-10 – 2015-09)
- Providing services for the GTO Location Strategy Programme, Footprint Optimisation and IP Repatriation across multiple business areas
- Working with other associated project and programme managers to deliver the initiatives and ensuring appropriate application of the project management framework in accordance with the TOM
- Strict adherence to target timeframes and budget through using a proactive and disciplined approach to manage Change, creating process documentation and identifying areas where process re-engineering and continuous improvement could be implemented
Rightshoring Project Manager at Royal Bank of Scotland (RBS) (2012-01 – 2013-10)
- Reporting to the Head of Business Management and Strategy under GBM and M&IB
- Accountable for the planning & delivery of transitioning processes and roles from high cost to low cost locations
- Working to an agreed Book of Work and supporting the development of the TOM
- Key interface between the Central Programme Team and offshore Operations to manage the growth of the Centre via the global transition process
IMT Business Projects & Change Manager at NHS – Derby City PCT (2010-04 – 2013-10)
- Reporting directly to the Head of IM&T
- Lead PM in delivering multiple projects to deploy IT systems across clinical teams and GP practices and oversee data migration of patient information
- Winning a bid for Regional Innovation Funding to deliver a Mobile Working solution for the Community Nursing Service to move processes from a paper diary system to using laptops and Blackberrys
Creative Director at Envisage Events (2001-03 – 2012-12)
Wedding and events planning
Ops Transition & Integration Manager/Business Reengineering at Egg Banking/Citi Group (2000-05 – 2008-11)
Part of acquisition team for Citigroup's acquisition of Egg Banking, successfully closing down 3 Operational hubs through consolidating into one centralised location, with annualised cost savings contribution of £3.8m
- Business Re-engineering Manager (April 2008 – November 2008)
- Operations Transition and Integration Manager (May 2000 – April 2008)
- Introduction and implementation of XBS desktop performance management tool to enabling accurate capture of activity, allowing enhanced programme-wide MI reporting
