Technology PMO Lead (Delivery), Risk and Governance
Resulting IT | November 2025 – Present
Lead the PMO, risk and governance function for a consultancy delivering SAP S/4HANA implementations and wider ERP programmes for clients including Co-op, NSG and Asda. Set the governance standards, internal controls and reporting the delivery teams work to and hold them in place across the full programme lifecycle.
- Designed and embedded the governance framework across the programme portfolio, covering governance forums, PMO toolkit, deliverables management and delivery methodology, giving leadership a consistent basis for decision making.
- Chair governance forums including project boards and stage gates: setting agendas, preparing papers, chairing the meeting and tracking actions through to completion.
- Own risk management and RAAIDD across the programme, maintaining the risk register, facilitating risk reviews with delivery leads, agreeing mitigation plans with risk owners and escalating in line with agreed thresholds.
- Provide assurance over programme status reporting, independently challenging teams' self-assessments before information reaches senior stakeholders.
- Track programme KPIs across budget and resource utilisation, converting raw delivery data into insight that surfaces variance early enough for leaders to act on it.
- Own the consolidated programme plan, critical path and dependencies.
- Streamlined a robust Route to Green process to avoid Risks becoming issues and reducing senior stakeholder queries by 15%.
- Built a dependency framework showcasing impacts of all Risks in the portfolio and its dependency allowing for a clear picture to senior stakeholders to manage.
- Chaired Project Governance forums to identify risks, collate mitigation and share next steps process to make risk management efficient.
- Created robust portfolio performance packs for the SLT team and Project board
- Auditing entire portfolio to ensure the portfolio is healthy and on track prior to external reviews by clients. Ensuring this is done on a weekly basis.
- Provided full report per audit and build a process map and action log to track next steps and hold the team accountable.
Delivery PMO Analyst (Transformation), Portfolio Assurance and Reporting
Peregrine, consulting at The Co-op Group | October 2024 - October 2025
Embedded as consultant PMO on a major SAP integration programme, providing the management controls, assurance and performance reporting around a multi-workstream portfolio and supporting the Programme Lead in keeping commercial and delivery activity on track.
- Supported the business continuity and recovery response following the 2025 cyber incident at The Co-op Group: maintaining portfolio governance and reporting through the loss of core systems, re-planned milestones and dependencies against revised timelines and tracked recovery actions through to closure.
- Contributed to audit and health check activity across projects and programmes in the portfolio, tracking resulting recommendations and remediation actions to completion.
- Maintained portfolio risk and issue registers and owned change control, providing a single escalation route into portfolio governance.
- Produced portfolio status reports, management information (MI) and performance packs for senior stakeholders, and coordinated portfolio level governance forums.
- Administered portfolio office budgets across CAPEX and OPEX, raising purchase orders, receipting invoices and supporting financial reconciliation and internal financial control.
- Tracked and archived commercial contracts with external suppliers, keeping supplier arrangements auditable.
- Tracked milestones, quality controls and benefits realisation, and maintained portfolio documentation standards.
PMO Analyst, Portfolio Audit and Management Information
Boohoo PLC (Boohoo Technology) | August 2022 - October 2024
Owned compliance with delivery standards, process and documentation across the boohoo technology portfolio, including carrying out project audits, while supporting Programme and Project Managers from initiative start up through to closure.
- Carried out project audits across the portfolio, monitoring compliance with governance standards, process and documentation and reporting findings back to delivery leads.
- Managed production of portfolio MI, tracking milestones, resources, risks, issues and budgets to give stakeholders a consistent, data driven view of portfolio performance.
- Led an R&D tax rebate claim worth over £700k, assembling two years of auditable cost and resource evidence and presenting it through Evelyn Partners for submission to HMRC.
- Owned the change control process end to end and managed cross portfolio dependencies in Jira and Confluence.
- Reviewed and improved stakeholder reporting by facilitating lessons learned sessions and developed new governance standards.
- Delivered 'Smart Core', a web-based tool rolled out across Boohoo Technology, with supplier Ninthwave.
Assistant Project Manager (Group Transformation)
Lex Autolease, part of Lloyds Banking Group | March 2016 - August 2022
Six years in a regulated financial services environment, delivering four concurrent projects within the Group Transformation Change Team, spanning regulatory compliance, data privacy, operational risk remediation and continuous improvement.
- WLTP and RDE2: delivered the legal, regulatory and mandatory changes required by the new Worldwide Harmonised Light Vehicles Test Procedure, working to externally set compliance deadlines.
- DocGen Migration: replaced the insecure IMSCAN platform to strengthen document data privacy controls, delivering for £650k against an £800k budget, a £150k efficiency.
- Citrix Migration: managed a £1.2m budget to decommission out of support Windows Server 2003 and migrate the LEX Connect Portal to Windows Server 2012, removing a material operational risk without disrupting business as usual.
- Essential Maintenance: delivered change requests including a supplier portal that cut inbound telephone calls by 17%, an RDE2 compliant tax calculator and a dynamic MI reporting tool.
