Initiate the Oyster Pay as you go (PAYG) project for Southeastern railways.
Idenitfy scope, produce PID and business case.
Produce project plan and develop governance for project.
Put together project team and run initiation meeting.
Liaise with third parties (ATOC,TfL,Cubic,BT) re overall programme.
Mentor and hand over to permanent staff member.

A mortgage provider specialising in the sub-prime market.

Consultant Project Manager
Projects : Working within a business critical programme to deliver a number of key projects to the business, including:
- .Net development to implement Cascade Underwriting on company intermediary website.
- Broker registration enhancements to include FSA compliance.
- Implementation of EDI solution to integrate intermediary website with third party mortgage sourcing applications.
- Major technology upgrade of company’s application infrastructure from .Net to .Net2, SQL to SQL2000 plus performance enhancements and web services SOA advancements..
- Review and re-engineering of company’s product launch process.

Transform : Working for the interim CIO to develop best practice Project Management standards and implement project governance across the business as part of the Transform initiative which is re-engineering the IT department.
- Defining and implementing the SDLC and Governance standards and guidelines within IT and setting up and supporting a Project Management Office(PMO).
- Advising the Board on development of a company wide project governance standard.
- Recruiting new 6 Project Managers and coaching for the first 6 months to consolidate the new governance culture.
- Coaching the IT senior management team to facilitate the development of good practice process and to improve and maintain team performance.
- Defined and implemented an effective Change Management process.

A supplier of infrastructure and network management services to the mobile communications industry.

Interim assignment :

 Define Business Intelligence strategy.
 Build team skills in business analysis and requirements definition through leadership and mentoring.
 Clear project backlog through re-analysis of requirements and business priorities with application stakeholders.
 Liaise with outsourced JDE development team and .Net developers in India to complete through to implementation the re-prioritised projects.
 Plan and manage the integration of company asset management and JDE applications following merger with Crown Castle UK Ltd.
 Analyse and specify the integration requirements for the Asset Management and JDE property applications across the two companies.

(Asia\Pacific subsidiary of industry-leading supplier of web-based business intelligence and large-scale integration software. Clients included Australian Stock Exchange, JP Morgan, Migration Review Tribunal, Nissan, Amcor, BHP Transport & Optus)

Professional Services Manager
Responsible for the development of the services business including identifying and qualifying new services opportunities, producing and presenting services proposals, management of the technical teams delivering software pre-sales support, solution design and delivery.

• Developed project lifecycle standards and implemented project reporting to facilitate multiple project management and appropriate risk management.
• Motivated staff and established team identity, which turned around performance and resulted in the team winning an International award in 2000.
• Created structure and communicated functional objectives and measures, which turned the services team into a profitable business function.
• Revitalised customer support provision, which improved customer satisfaction and reduced the risks to $4million maintenance revenues.
• Developed a services engagement model and service ‘packages’, which helped software sales staff to qualify earlier in the sales cycle.
• Organised and managed a responsive project team that helped a customer to deliver a 2 year project in 6 months, saving them from severe financial penalties and winning Information Builders an additional $350k software and training revenues.

(UK HQ of industry-leading supplier of web-based business intelligence and large-scale integration software. Clients included BT, MOD, British Gas, Vauxhall Motors, Whitbread, Adnams Brewery, Ford Motorsport, Royal Sun Alliance)

Consultancy Manager (1998-1999)
Responsible for signing off and resourcing all services projects. Managing the consultancy staff function including skills development and performance. Liasing with Project Managers on project scoping, pricing and risk management.

• Managed a mixed team of permanent and contract staff and delivered target revenues in the region of £2.5 million per annum.
• Implemented a formalised staff-training plan, which resulted in a 20% increase in training budget and 95% attendance rate.
• Created services engagement ‘packages’ and sales training programme which increased sales effectiveness and productivity.

Advisory Consultant (1996-1998)
• Selected and implemented a new methodology (DSDM), which increased the quality of service work and improved staff skills and qualifications.
• Managed successful delivery of an integrated logistics data warehouse and information system, which enabled the customer to have a global view of their business previously distributed over 5 disparate applications.

(Leading provider of IT services, technology staff, training and human capital management solutions)

Programme & Project Management Consultant
• Conducted business analysis and process redesign as part of a project that automated and centralised the collection of Excise (Beer, Cider, HC Oils and Tobacco) revenues for HM Customs and Excise.