As a Transformation Delivery Manager, I have been responsible for the the banks end to end project governance, best practice and continuous improvement across c.950 projects. This includes re-designing the governance, developing and socialising delivery standards, refining PPM tools, reviewing initiatives and providing regular updates to the regulators and the Executive Committee. I also line manage a Junior Business Analyst and a Junior Project Manager.

I have been a workstream lead in the end-to-end credit management programme. During this time, I have been responsible for developing a business case and refining the objectives, scope, benefits and financials of the programme by liaising with stakeholders. I also established and implemented an Agile delivery framework for the technical teams and onboarded multiple external supplier resources quickly and efficiently to mitigate delays to the programme.

As a Risk Transformation Project Portfolio Manager, my responsibilities include defining and embedding project management standards, reviewing project outputs for reporting to senior stakeholders, identifying and reviewing potential initiatives for inclusion into the project portfolio, and tracking financials to ensure costs are in-line with budget. My key achievements include delivering projects within portfolio, raising budget change requests for any valid deviations, and successfully remediating a failing regulatory project.

As the Tech Delivery Lead, I reported directly to the Chief Technology Officer and enabled technical teams to develop a cloud-based banking software mobile platform. I recruited and onboarded developers, established an Agile delivery framework, managed the sprint backlog on JIRA, produced MI for the client and leadership, and developed and owned the technology delivery plan. I proactively removed blockers to ensure the development team could focus on priorities.

As a Microsoft Exchange Project Manager my main responsibilities were to successfully migrate 5200 mailboxes across 14 business units within 2 divisions from MS Exchange 2003 to either MS Exchange 2010 or O365. I developed a staggered migration plan to reduce migration congestion and implemented pre-migration criteria to improve migration rate ahead of schedule. Additionally, I organised regular calls with the service desks of various business units to remediate migrations with unique requirements.

As a Project Management Officer, I was responsible for the oversight of portfolio for internal clients ensuring they met standards and management of project pipeline. I established project management office and governance processes, developed a streamlined process for business to raise new requests, managed project resource allocation on approved projects and produced refined reporting and MI for senior stakeholders.

As a Project Management Officer, I have been responsible for managing cross-party delivery from four external suppliers to deliver next generation electronic tags and back end systems to drive operational improvements and cost efficiencies for the Ministry of Justice. My responsibilities included owning the review and acceptance process for c.460 contractual deliverables, aligning contractual deliverables with the programme plan to establish a new agreed baseline, refining governance forums to include current key issues and requirements, and successfully implementing a process for managing inter-dependencies across suppliers and client. I achieved success in establishing a new agreed baseline, improving communication, planning and delivery.

My job is to provide proactive assurance, guidance and support to Project, Programme and Relationship Managers in all aspects of project management. My responsibilities include developing project plans, managing stakeholders, ensuring project deadlines, and monitoring project progress. My achievements include successfully developing project plans, managing stakeholders, ensuring project deadlines, and monitoring project progress.

My role was to lead a business transformation program in IT Services with a budget of £26m and a team of 180 staff. My responsibilities included developing and managing the budget, leading the team, designing a new organisation structure and implementing a new operating model. During my time in this role, I was able to deliver a successful transformation, improve efficiency and productivity, increase customer satisfaction, and reduce costs.