Relevant qualifications

A Programme Director 

An MSP Advanced Practitioner with a track record in instigating and delivering business change programmes with budgets ranging from in excess of £100m to more modest sums.

A proven ability to rescue programmes

Companies House (£40m – restructured the team on a stalled programme in order to achieve target delivery date), WAG (£40m – identified and rectified threat to on time delivery), DTI (now BIS, £15m – agreed end date with all parties where previously there was none and then delivered on time and below budget), Camelot (Portfolio value £100m – identified shortcomings in budget and schedule planning, corrected and delivered on time and to budget), Capita (£50m – major realignment of health related programme to achieve successful delivery).

Excellent stakeholder engagement skills

Author of the APM’s Stakeholder Management section in the latest BoK. Led senior managers at Companies House to a change in strategy to overcome technical issues and convinced the technicians of the value of a new approach;  gained buy-in from senior managers of QUANGOs reluctant to be brought into the centre with WAG; built an effective communications strategy with Senior Civil Servants gaining their support for change, which was initially resisted during rescue of a failing programme at the DTI; primary contact with NHS ALB during extremely troubled contract negotiations.

Experience of many industries

A track record of assignments in the public and private sectors including central and local government, government agencies, health, telecommunications, insurance, retail, gaming and eCommerce.

Strong third party management

A track record of assignments involving third party suppliers and partners, requiring negotiation skills, motivational skills and an occasional firm hand.

Track record in reducing implementation costs 

Companies House – restructured programme to bring forward delivery date and reduce costs (£10,000s); DTI – redesigned training to cut programme development costs by £600k.

Track record in reducing operating costs

Orange – managed a programme to deliver a variety of business process and IT system changes to improve Customer Service efficiency and reduce costs; Companies House – restructured a programme to migrate mission-critical system from legacy mainframe to n-tier architecture, reducing licence, maintenance and staffing costs; DTI – introduced CBT to reduce eDRMS training costs by £30k per annum; Camelot – delivered new data-driven web site and CMS to reduce maintenance costs, redesigned business model to increase operating margin.