Barclays Wealth is the wealth management division of Barclays and operates through Barclays Bank PLC and its subsidiaries. Reported to Head of Programmes, responsible for managing the Jersey to Isle of Man contact centre migration project including HR, IT, facilities, communications and organisation structure.

Major Achievement:
• Delivered the complete project without customers ever realising a change had taken place by . cross-referencing the business areas covered by the two locations, creating a gap analysis and implementing transition plans simultaneously with HR negotiating with the Unions.

Inghams Travel are a specialist travel company working mainly in the Ski and Lake & Mountains market, covering Europe, Scandinavia and Canada from its main head quarters in London

Reporting directly to the Board of Directors, responsibilities include management of the transformation Programme from initial design phases through to Implementation planning. Main projects was to implement new reservation system to enhance efficiencies within the business units and the implementation of New web site supported by a new Content Management system and new B2B and B2C process, managing a team of 7 with a budget of 3.3m

Major Achievements
• Initial requirements gathering process that would lead the RFI & RFP process, defining the need for business critical process activity to ensure new reservation system would fit the aspirations of the business
• Completed contract negotiations with chosen third party vendor
• Outlined business cases for all project covering full RIO path for following 3 years to ensure investment was realised within expectation
• Created and managed full budget control mechanism to ensure control over spend
• Output Business transformation programme covering departmental changes and process flow to maximise transition benefits across business units with the new software implementations
• Sourced new resort management software to support in resort staff allowing electronic management of resources outside the UK
• Complete RFI, RFP process for new CMS system carried out discovery phases to understand impact and put in place contingency plans to ensure efficiency levels were maintained
• Worked with third party design agencies to determine new look and feel for new web site to ensure we gain true enhancements from the new CMS system
• Project rescue of SAP FI/CO project to hand over to internal stake holders to complete
• Implemented Project methodology and PMO function to ensure business ability to support themselves post completion of programme.

Virgin Atlantic Airways operates long-haul routes between the United Kingdom and North America, the Caribbean, Africa, the Middle East, Asia, and Australia from its main bases at London Heathrow and London Gatwick.

Reporting to Director of Projects, responsibilities include managing a number of simultaneous projects from design stages of implementation through to hand-over. Main project is managing 40 programmers and analysts working on a new £6m Integrated Operations Control Centre.

Major Achievements
• Produced a set of recommendations that were predicted to deliver a £12m annual saving in resources and quicker service times following the completion of the first-ever detailed current state analysis of all flight management systems within flight operations, engineering, airports, revenue and cargo across the company.
• Completed a thorough property portfolio assessment and managed the Board recommended detail design agreements covering floor design, furniture and hardware set-up that is expected to deliver a static resource level for a further five years and cope with the increase in fleet size.
• Improved time performance by 23% by creating a single team within a single location and providing them a set of up to date applications and systems.
• Produced new role definitions and job descriptions for the new activities at the “web and letter” contact centre.
• Increased revenue generated from meals by 18% and increased cabin satisfaction to 98% by successfully managing the launch of a new Premium Economy meal service.
• Improved UK based hanger staff efficiency by around 17% leading to an expected static resource level for the next 18 months, saving around £600k per year, by reducing the time taken to carry out standard A checks on the aircraft.

Formed following the merger of the Littlewoods and Shop Direct groups in 2004, the company is the largest home shopping company in the UK. Reporting Programme Director, managed the consolidation of the two companies’ buying divisions and IT groups including application & systems, organisation structure, location rationalisation and facilities.

Major Achievements
• Reduced the number of job titles from 43 to 27 and increased efficiency from 54% to 93% by re-engineering both groups.
• Significantly reduced operating costs by reducing the number of sites, identifying skills gaps, and filling vacancies before the transition, at the same time as ensuring full compliance with UK and EU employment legislation.

An Anglo-American company that became the first "quadruple-play" media-company in Britain, bringing together television, Internet, mobile phone and fixed-line telephone services. Following a merger of NTL Incorporated with Telewest Global, Inc it is now called Virgin Media Inc. Reported to Director of Projects, managed a multi-disciplinary team of 35 staff to develop, produce and implement collaboration tools including timesheets, portfolio management and resource allocation.

Major Achievements:
• Increased effective working by 12% delivering an expected decrease in costs of £1.2m annually.
• Reduced headcount by a third delivering an operational saving of £2.5m by highlighting and then removing unauthorised project work and correcting the allocation of un-budgeted resource time to projects.
• Increased time recording from 50 users to over 650 users leading to an improvement in visibility of what people were doing, quicker response times and projects being on track.

Telewest Communications was a cable Internet, broadband internet, telephone supplier and cable television provider in the UK. It merged with NTL to become NTL: Telewest in 2006. Reporting to Head of Projects, managed a multi-disciplinary project teams of between 5 and 350 staff covering projects that included upgrading DTV services such as moving 500,000 users from a legacy system (Lucent) to DTV Core (Cisco); reducing fault rates; and redesigning and implementing new gaming product range.

Major Achievements:
• Achieved full compliance within a politically sensitive environment for a new third party developed resource management and planning system.
• Reduced fault rates by 20% by carrying out a service improvement programme on both the Internet and DTV systems, that investigated the root cause, reduced call time within the call centre, increased the number of available modems for the dial-up customers, increased the number of self sections of the web site and decreased the time for idtv to respond to customers.
• Reduced fault rates even further by investigating the service levels across each of the product ranges and liaising with the product teams to enhance the product ranges available to all customers.
• Increased the customer base for Gaming services by 48% on Net and 31.5% off Net by redesigning and implementing a new product range covering infrastructure, product redesign, credit card payment (World-pay) B2B & B2C, network performance analysis and web redesign.

The London Underground has 275 stations, runs over 253 miles of line and serves over one billion passengers a year. Reporting Projects Manager, managed a multi-disciplinary project teams of between 4 and 8 staff implementing cross infrastructure programme, refurbishing escalators and lifts across the underground post Kings Cross disaster.

Major Achievements:
• Refurbished 89 escalators accomplishing ISO 9000.