Programme and Project Manager within CSC’s strategic account with BAE Systems, primarily within a company-wide transformation programme aimed at improving all areas of service management.

Results and Achievements:
o Took over and successfully turned around a failing transformational project to re-engineer BAE’s IT procurement processes and systems such that it was completed to time, budget (£1m) and quality.
o Took over and successfully turned around a failing transformational project to implement an Enterprise Architecture Repository System such that it was completed to time, budget (£2m) and quality.
o Facilitated the refinement of processes and procedures within the Transformation PMO.
o Provided programme management advice and input to bids, bid collateral and contractual negotiations.

Managed complex, high value strategic programmes at London Boroughs of Southwark and Enfield, and at the Defence Academy, Shrivenham.

Results and Achievements
o Successfully established a £1.5m programme to implement Serco Learning’s Virtual Learning Environment within the Defence Academy.
o Using MSP techniques, re-engineered and re-invigorated project work at Enfield by establishing a formal Programme consisting of both Infrastructure, Systems Integration and Business Transformation initiatives, with up to 60 projects running concurrently. In an 18 month period, all projects were delivered to quality and 95% were delivered on time.
o Managed Programme Profit Centres, with an average monthly turnover in excess of £800K, including the maintenance of consistently accurate sales and costs within + 5% of forecast, and achieving levels of contribution and Return on Sale consistently above target (>35%).
o Added value to clients by establishing strategic engagement frameworks, aimed at aligning their IS strategies more closely to their business plans. As such, developed comprehensive stakeholder and benefit management regimes including the establishment of regular communications channels with Council Members, Chief Executive and Senior Directors.
o Managed a full-time Programme Team of more than 60 Project Managers, technical consultants, business analysts and programme management staff. Coached and mentored Project Managers, both from own team and from the wider Serco community, as part of their development programme.
o Managed relationships with, and delivery of services by off-shored resources and numerous third party suppliers such as OLM, SAP, NorthGate, EMC, Anite, Lagan, CISCO and Novell.
o Re-structured and formalised Programme Governance at Enfield and established a Programme Management Office. Revitalised management processes, particularly in the areas of Stakeholder Management, Risk Management and Tools, Resource Planning and Management, Quality Assurance, ITIL alignment, Dependency Management, Change Management and Opportunity Identification.
o Contributed significantly to the development of Serco’s corporate Programme and Project Management processes and best practice, particularly in the areas of Governance, PMO Management, Risk Management, Stakeholder Management & Communications and Change Management.

Managed a highly successful, £6M+ strategic infrastructure/business transformation programme to re-structure and migrate the organisation’s data, legacy applications, sub-systems and desktop model, from a de-centralised client-server environment, to a Citrix architecture centred on a dual-node Data Centre. The Programme also re-engineered the NCS information management structure and processes and delivered all target outcomes to time, cost and quality, to a user base of 3000 across multiple sites within UK, together with connectivity to certain functions for external agencies.

Results and Achievements
o Using Prince2 techniques, personally managed most associated projects throughout their life-cycle, some concurrently, including conduct of much of the technical, business analysis, business transformation and training activity.
o As part of programme and project delivery, introduced governance, risk management, change management, PMO functions and SLA policies and processes which were subsequently adopted for other programmes and projects within the organisation

o Successfully masterminded and completed the coordination and management of the £5m+ programme to design and implement a new technical architecture and business processes across CMG’s business enterprises in Ireland and Asia-Pacific (consequent upon the merger of CMG and Admiral). The programme included SAP and BaaN implementations was completed on time and well below budget and all deliverables were accepted unequivocally by the client businesses.
o Successfully managed several major, multi-million pound bids and projects for UK Government clients, including the Cabinet Office, GCHQ and Military Survey

Deputy Programme Manager and subsequently Programme Manager of a large-scale programme to implement a secure, networked system in all British Army Headquarters worldwide, and integrating Army Strategic Applications onto the new platform. Responsibilities included:
o Day-to-day management of the Programme
o Management of the programme budget in excess of £120 million (at 1998 prices).
o Negotiation of £multi-million contracts with suppliers of hardware, software and services.
o Management of third party suppliers, notably ICL, Data Sciences and Oracle.
o Head of the Programme Management Office, User Support and In-Service Management Teams.
o Personnel Management of the core Programme Team of 50 military and civilian staff

Responsibilities and achievements included:
• Formulation/implementation of Information Systems policy for all Army units in Theatre.
• Successful management of major Information Technology projects, including a major local area network and desktop installation and a major project to align the Command’s infrastructure with the developing core infrastructure for the Services..
• Head of the Joint Services Data Communications Management Suite.
• Instigation and design of a comprehensive IS strategy for the Army in Germany.
• Reappraisal of the investment profile on IT systems, thereby saving over £0.5 million.
• Revitalisation and restructuring of the IT training system.

Service as an Infantry Officer at regimental and staff duty.