Responsible for a £10m programme to drive in corporate-wide business change, involving delivery of a single central advertising sales business model, including new online B2B/B2C sales operation, with supporting PCI Compliant web-based systems. The programme changed IT systems & business operation in 6 regional & 2 national subsidiaries, rationalising process & cost-base
Programme involved 2 x 1000 manday development projects, using offshore vendor teams
Brought in to take over from internal manager, the immediate requirement was to establish a plan & control process to ensure the programme met it’s delivery, budgetary & benefit targets
Introduced planning & project controls, including AGILE SCRUM techniques, formal testing processes & a central test team, change control processes, & Service Handover into an informal, ‘back of the envelope’ development environment. Recruited & managed PMO team.
Built & ran a complex governance involving Board level sponsor group, supplemented by 8 sponsor groups, representing all 5 business disciplines impacted. Leveraged sponsor change when required
Day to day reporting into Regional IT/Ops Director & Regional Business Change Director
Involved a multi-disciplinary team with IT, Commercial, Financial, Training & Implementation workstreams, with UK & US based vendor development. Created joint team working on single site.
Core team 20 FTE, rising to 35 on implementation, usually with overlapping implementation plans
2 years into the programme, identified a flaw in the vendor technical proposal to support online operation and instituted a change of product strategy, followed by a crash 2 month functionality gap analysis to define new development requirements
Rebuilt programme plan & shaved 18 months off revised rollout by restructuring teams/roles
Negotiated & managed tranches of delivery from US vendor, imposing handover controls & payment release criteria
Delivered cost (staff) savings & revenue enhancement of £1m – £3m per site

 Internally headhunted to lead team to review business critical Replenishment System to identify operational enhancements, as part of internal Supply Chain Review strategy, reporting to Director.
 Mapped business & IT processes & identified operational deficiencies causing forecasting errors. Implemented programme of pilot developments to address business & systems issues
 Generated 2% accuracy improvement on £multi-million turnover lines

 Development Project manager for an MIS datawarehouse for the Clothing business, incorporating Teradata & Business Objects. Brought in by external consultancy as local IT did not understand user requirements. Reported to Clothing Business Change Director
 Recruited designers & developers to support existing analysis resource. Guided analysis team & local users to drive out key requirements to ensure delivery met timescales, overcoming user resistance.
 Built relationship with legacy teams to allow development to exploit existing Foods platform & EUC developments, eventually handing over maintenance/support

 Client was under Governmental legal requirement to implement the CMM project management & control methodology within 12 months. Took on Project Manager role to define & implement solution, including process design & implementation & training, liaising with US PMO & development teams across Europe
 Owned CMM process & ensured client passed Govt-imposed external audits – failure of audit would have resulted in closure of European offices (& potential loss of UK Lottery licence)
 Subsequently managed 4 development project teams delivering new realtime lottery applications including Volume/Stress testing tool, enhanced security processes, new game functionality

Developed WMS Implementation Strategy

Retail Programme Management - Apps Development

Retail Supply Chain project management