Divido

Senior Technical Project Manager

Technical Project Manager

Red Hill Primary School

Governor

Santander UK

PMO Manager

Schroders

•	Introduced monthly Risk & Audit meetings globally across AMT divisions to provide oversight, support and challenge on risk related topics.
•	Implemented a robust approval process for new risks and technical debt dispensations across AMT divisions, as well as ensuring Business Impact Assessments were completed on time. 
•	Expanded the mandatory policy attestation process so teams rate their compliance against individual policy statements. Results were combined and presented to senior management as a single dashboard and provided interesting insights and opportunities for improvement.
•	Worked closely with Procurement to complete a supplier criticality assessment for a large temporary consultant supplier. The results demonstrated that additional due diligence was to be carried out.
•	Provided continued ad-hoc support for senior management, whilst keeping a close eye out for opportunities to improve business processes.
•	Mentored a graduate through their rotations, providing support and encouragement, resulting in them securing a permanent role in their preferred team.
•	Regularly utilised tools such are RSA Archer, iServer, KeyedIn, PowerBI, Tableau and Service Now.

Technology Operations Manager

Brennow Ltd

Director

Smith & Williamson

•	Financial Forecasting – managed a multi-million pound programme financial forecast and liaised with third parties to track invoices.
•	Resource Management – refreshed the design of the programme Resource Planner to increase efficiency and improve data accuracy.
•	RAID Log Management – conducted regular deep dive RAID reviews, highlighting any key items to Programme management.
•	Team Management – lead a PMO team of 2.5 FTE, including coaching and prioritising workload.
•	Steering Committees – prepared material for both weekly management and monthly executive steering committees, with input from workstream leads and other senior business stakeholders.

PMO Lead

HSBC

•	Senior Management Regime – managed periodic attestations for direct reports of the Group COO, including Statements of Responsibility and Delegations of Authority.
•	Global Target Operating Model – worked with regional COOs to complete a review of the Global Target Operating Model for FATCA and CRS tax reporting, in order to suggest areas for improvement.
•	C-Level Management Information – produced, collated and reviewed management information for C-Level board meetings within HOST.
•	Project Data Analysis – completed analysis of the data output from an internal project and produced a concise, management friendly summary, displaying information by region, business and function.

Associate Director, Group Operational Management

•	Delivery MI Reporting – redesigned the format, collation process and single data source of regular stakeholder reports to increase delivery visibility for senior stakeholders across the Data Factory portfolio. Report generation was largely automated using Microsoft Excel and VBA.
•	Regular Financial Tracking – created concise, easy to understand financial reports for forecasts and actuals on both BAU and transformation Projects/Programmes.
•	Budgets – worked closely with Finance to produce the full 2019 BAU budget for the Chief Data Office, which included c.100 resources and a c.£5m spend.
•	Process Improvement – worked closely with multi-disciplinary team leads to look at ways of making processes more efficient across the Chief Data Office function, including how to track recruitment more effectively.
•	Demand Management – designed and implemented a new standard in tracking demand for resource across the Chief Data Office function.
•	Ad-Hoc – production of Steering Committee packs and minutes, resource onboarding and access management.

Senior PMO Analyst

Goldman Sachs

• MiFID II Programme Support - aided in the tracking and delivery of the MiFID II programme globally, within the Private Wealth Management Technology function.
• Programme Reporting - compiled weekly Steering Committee reporting packs across the programme, liaising directly with workstream leads across EMEA, Asia and US. 
• User Acceptance Testing (UAT) Management - lead the business testing on the largest Suitability project within the programme, ran daily prioritisation calls and reported on progress.
• Go Live Strategy - created and received buy in from Managing Directors/Partners on the strategy that was used during the Go Live period. Created and distributed reports on progress which fed into twice daily global triage calls.
• Defect Management and Implementation Remediation - facilitated the creation and management of Defects during Go Live, and post Go Live Day 2 remediation items using JIRA.
• RAID Management - maintained the programme RAID log and presented at weekly PMO workstream leads meeting, whilst challenging the content.
• Critical Success Factor KPIs - produced and managed post Go Live Critical Success Factor KPIs across the programme, working with workstream leads to ensure the regulatory compliance of the implementation.

Investec Wealth & Investment UK

•	PMO Expansion - recruited a Project Support Officer to increase capacity in the PMO function.
•	Programme Support – worked closely with Technology Partners delivering the MiFID II initiative to ensure timely tracking of programme delivery milestones and reporting, and provided challenge where necessary.
•	Desk Plans – took joint responsibility in owning the departmental desk plan to meet both immediate and strategic requirements.
•	Headcount Analysis – conducted in depth analysis of current headcount shortfall to provide clarity for the business to make critical recruitment decisions and deliver key future projects.

Portfolio Management Office (PMO) Manager

•	PMO Capabilities – took the PMO from infancy to a stable and mature reporting and governance function that provides clarity and aids decision making across the business.
•	Delivery Dashboards – created and maintained a suite of Microsoft Excel based delivery dashboards in order to make sense of previously poor-quality data across the change and support functions.
•	Resource Management – owned the resource management process by creating an in-depth, department wide tracking mechanism, working closely with Team Leads and Technology Partners to ensure its accuracy.
•	Reporting – ensured timely delivery of management reporting across the Risk & Regulatory, Front Office, Digital and Operational project portfolios to a wide range of senior audiences.
•	Relationship Management – successfully built and maintained excellent working relationships with colleagues of all levels, from C-level management, Directors and Technology Partners to Developers, Support Analysts and Admin Assistants.
•	Project Artefacts – designed and standardised project related artefacts such as a Release Schedule, Artefact Tracker and Departmental Level Game Plan.
•	Sunrise Upgrade – managed the gathering of requirements and implementation of the ‘Projects’ module in Sunrise Service Desk Management tool to replace previous tracking spreadsheets.

Portfolio Management Office (PMO) Analyst

An ambitious, articulate, and confident professional that has wide-ranging experience working in large multinational organisations across a range of sectors. Places high value on forming strong working relationships quickly and easily, with the ability to guide, advise and influence. A strong analytical background and a keen eye for detail enable complex information to be communicated concisely to all levels of management. Experienced in meeting strict deadlines in high pressure environments, with a hands-on, can-do attitude, motivating others to do the same. Thrives on using entrepreneurial flair to provide innovative solutions to complex problems.

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