Various

Transition Project Manager at Cambridge County & Peterborough City Councils

Project Manager (Integration Team) and Cutover Lead for Global deployment of SAP S/4 Hana

•	Non-UK cutover lead, 7 countries (Norway, Denmark, Sweden, Finland, Slovakia, Ireland, Portugal) working in conjunction with the SAP delivery consultants to produce technical cutover approach and detailed cutover plan, engaging with 3rd Parties, project managers, business, technical team, communication team, data team etc. (go live date achieved for all countries 3rd June 2024)
•	UK cutover lead, working in conjunction with the SAP delivery consultants to produce technical cutover approach and detailed cutover plan, engaging with 3rd Parties, project managers, business, technical team, communication team. (go live date achieved 1st Jan 2024)
•	Led on P2P integrations, Banking (inbound & outbound), EDI, and identified all systems and required changes for downstream systems impacted by the change

Bauer Media Group

Project Manager and Cutover Lead 

Conducted review of Education Systems Programme procurement status, feeding back findings and recommendation to Head of IT & Digital Services Programmes/Projects

Cambridgeshire County Council

Programme/Project Manager

Project manager - Payroll 
Transition of managed payroll service to new managed payroll provider
•	Led on the procurement of new managed payroll provider
•	Led and coordinated the design, build and test, in conjunction with payroll subject matter experts and new payroll provider
•	Led on cutover from existing managed payroll provider to new managed payroll provider engaging with business, HR, Payroll, Communications, Success Factors, Benefits, technical team, finance etc to ensure all touch points were involved and consulted. Executed and managed cutover plan go live 1st April 23

Project Manager 

•	Led on pilot for employee engagement app (HR self-serve via SAP Success Factors) and produce proposal for implementing across the 17 UK sites
•	Led on options and proposal for UK site to transition to HR Shared Services and SAP Success Factors 
•	Interim Change Manager post go live for SAP Success Factors

Bakkavor

•	Led on the exit of the Serco IT Contract, transitioning the IT services, IT contracts and TUPE transfer to Peterborough City Council (PCC) – completed Oct 21
•	Lead on the design, to create a new shared service for IT & Digital across CCC and PCC to achieve efficiency and savings, providing a IT service to 7700 users 
•	Led on the coordination and production of a clearly defined road map, dashboard and agreed governance approach to support the decommissioning of the LGSS Domain (migration of approximately 32 applications/systems from the domain by mid-2023). Domain decommissioning required due to the separation of the shared service arrangement between Milton Keynes Council, Cambridgeshire County Council and Northamptonshire County Council – representing all 3 Authorities

Cambridge County & Peterborough City Councils

Transition Project Manager 

•	Responsible for Phase 1 of HR project to identify Core HR system, Managed Payroll and Benefits Systems through and Invitation to Tender (ITT) procurement route. Gathered requirements, created ITT, evaluation matrix, first point of contact for the suppliers
•	Created business case for the Steering Committee and Executive Board make an informed decision at a UK level and secured budget for implementation 2020 (to obtain Global decision to progress)

Note - Place on hold due to Covid

Bauer Media

Business Change Project Manager

Project Manager for shared and transitional services, set up and demerger to VGLC 

•	Responsible for the implementation of shared (Marketing, Digital, Customer Contact, Loyalty Systems) and transitional services (HR, Finance, IT Desktop) to support a new Virgin Loyalty company, which included the go live, subsidiary period and demerger phase, in line with the commercial agreement requirements
•	Responsible for the setup of operational governance, change request, procedures and process 
•	Led on the data transfer for the employees that TUPE transferred to the new company, email migration, unstructured data migration, MI and reports executed in line with GDPR

Virgin Atlantic

Business Change Project Manager 

•	Responsible for the delivery of GDPR Programme, which included the following projects and workstreams: - Policies, Procedures and Processes, Communications, Training & Awareness, IT System changes, HR compliance, Unstructured Data, Customers’ Requirements, Risk and 3rd Parties to ensure compliance 25th May

Leading on several contact centre (CC) projects within the Customer First Programme, aligning to PMO governance requirements to deliver D&G objectives in line with the customer centric agenda and the change in insurance product variations, in turn improving the CC agents and customer experience: -
•	Removing the traditional scripting methods and replacing them through an alternative approach using call flow instructions, utilising systems workflows, agent’s knowledge, robust training, and continuous improvement ensuring regulation compliance e.g. IDD GDPR, change in product variations (insurance) testing and assessing the impact of the change on conversion and call handling time

Domestic & General

Project manager 

Skills: Build Strong Relationships · Communication

Local Partnerships

Associate

•	Responsible for the management of the Transformation team, 16 direct reports consisting of Programme Managers, Project Managers, Business Analysts and Project Support 
•	Managed and resourced a portfolio of programmes and projects to support the delivery of transformational change projects in the Peterborough Serco Strategic Partnership. Including recruitment of temporary resources to ensure appropriate skills are aligned to the project deliverables

Serco

Transformation Manager / Project Manager - Business Transformation & Strategic Improvements

Balfour Beatty Group Payment Card Project

Balfour Beatty WorkSmart

Transition Project Manager

Work stream lead (Health Records Operations and Business Change) production, development and implementation of operational models, change processes and procedures liaising with ICT, internal and external to information to support the successful implement of electronic heath records across the Trust.

James Paget University Hospital

Health Records/Business Change Lead

A member of a project team that represented PCC at Cambridge Police Authority (CPA), to review and advise on the proposed business support structure being implement. Work stream reviews included:-
Centralisation of Purchase Orders
Operational HR 
PAs/Secretaries 
Assist in the production of the phase documents identifying concerns gaps and making recommendations based on findings

Peterborough City Council - Cambridge Police Authority

Project Manager Business Transformation

Assisted in the proposal for York City Council in relation to accounts payable processes and management of supplier relationships

V4 - York City Council

Procurement Advisor

Assisted on the production of a Procurement Diagnostic which resulted in the proposal being accepted and implemented

OPI Solutions Ltd - Royal Borogh of Kingston on Thames

Procurement Consultant

Led and supported work streams in relation to the Shared Transactional Services model (Accounts Payable, Accounts Receivable, Revenue and Benefits, Payroll, HR Admin, Insurance). Work streams included:-
Review of HR Admin which resulted in the service transferring to Business Support and savings being achieved
Centralisation of Debt Recovery 
Centralisation of Billing 
Development of SLA and PIs for the services under the Shared Services Model

Peterborough City Council

Project Manager Business Transformation - Shared Services

Project lead for multiple Business Transformation Programme projects and work-streams in the implementation of the Manor Drive Model (shared service) in PCC, to design and restructure business support services which included Children’s Services, Strategic Resources Directorate and Operations Directorate, to create a centralised business support unit (approximately 120 employees).

Centralised mailrooms to achieve savings target and to establish a building block to enable incoming mail to be scanned at source 

Implemented an in-house recruitment agency for required skill sets to generate internal income

Produced options appraisal on Bereavement Services to establish if this service should be retained in-house or outsourced
Project recovery on Public Realm Project (city centre regeneration project) reviewed and made recommendations on how to progress the project.
Reviewed the procurement processes undertaken in the City Service Directorate at PCC and developed a plan to rationalise suppliers with a view to implement corporate contracts
Advised on the development of the ICT Governance and statement of works for the outsourcing of the ICT service in PCC 
Advised and produced an Oracle programme plan to progress work steams and to review the existing processes

Consultancy Business Transformation

Produced Procurement Strategy 2008-2010 aligning to corporate vision and the Scottish Governments agenda of Efficiency Reform. Led on embedding strategy across the organisation 
Led on McClelland Procurement Capability Assessment to increase performance rating from Conformance to Improved Performance 
Member of National Procurement working group to further review and define the McClelland Procurement Capability Assessment questions in line with public sector services
Project managed the continual roll-out of e-Procurement Programme across the organisation 
Responsible for the line management of the procurement team 
Member of Scottish Executive working group to review and define the definitions of the Best Practice Indicators; utilising information uploaded on local and national level to Spikes Cavell 
Lead to submit information, report and continually improve Best Practice Indicators 
Develop and share in house skills and knowledge by documenting processes and procedures to ensure business continuity and succession planning.
To improve procurement planning and programming through analysing spend, trends and requirements by utilising various reporting tools to enable business opportunities to be recognised and optimised.
Developing working relationship with Finance Managers, Business Managers to support and assist them in achieving the Efficient Government Reform 2% target savings 
Manage operational and tactical procurement, tendering, and contract implementation and compliance.
Work jointly with the Ayrshire & Arran Consortium of which Dumfries and Galloway is a member on e-invoicing, purchase cards, e-tendering and collaborative opportunities.

NHS Dumfries and Galloway

Procurement Team Manager

Remit at OMBC to reduce the flow of paper into and across the Council. The implementation of a centralised digital mailroom would be considered as a building block for Information Management, as well as Governance and the wider agenda of Transformation Change within Local Government.
Produced project documentation to scope project for a centralised digital mailroom for the consolidation of all Council mailrooms to one central point, automation of incoming mail utilising a document management system.
Led on the development of a Corporate Print Strategy.  Progressing this through a working group, including third party services across the Council.   Responsible to ensure that printing within the various Council services was approached strategically from a corporate perspective, to report and make recommendations to the Corporate Management Team around efficiencies, recognised savings and benefits.

Oldham Metropolitan Borough Council

Project Manager

Led project team to define project strategy based on business goals and strategic initiatives; developed creative and profitable solutions for internal stakeholders.
Designed and implemented organisation-wide needs-assessment; identified critical training needs and requirements.
Directed the procurement and implementation of Printer Rationalisation to replace desk top printers across the Council with Digital Multifunctional Devices. Identified annual savings of approximately £300k per annum.
Member of working group on Enterprise Content Document Management System (Documentum) to support the Councils vision of a centralised digital mailroom.
Defined and directed project goals, objectives, critical success factors, milestones, and risks.
Collaborated with customers, partners, and departments to ensure successful implementation of solutions; mentored and assisted associate services staff.

Redcar and Cleveland Borough Council

Project Manager - Transition Programme

Assisted in the production and development of the Councils Strategic Procurement Strategy and embedded the strategy across the Organisation.
Designed and developed Councils Procurement Handbook.
Led successful achievement of the milestones set out in the National Procurement Strategy and cross-referred all links into the Efficiency Agenda.
Designed and implemented an Improvement Plan as part of the Councils Procurement Strategy.
Managed Service Level Agreement of the Operational Procurement Service provided by the Strategic Partner.
Provided advice, guidance and assistance on procurement routes, procedures and processes.
Led several cross departmental project teams.
Developed processes, procedures and documentation to adopt a standardised approach to procurement across the council and the region.
Member of North East Centre of Excellence projects e.g. Spend Analysis, Capacity and Skills Audit and implementation
Monitored procurement SLA as part of the client team for the Strategic Partnership
Responsible for the change control process as part of the client team for the Strategic Partnership

Strategic Procurement and Project Officer

Produced budgetary baseline information for complex outsourcing of 18 services to form part of the contractual documentation 
Produced TUPE information as part of the baseline.
Developed and maintained baseline information during the negotiated procurement procedure and due diligence to contract signature.
Undertook the financial evaluations in relation to the procurement submissions
Designed and managed affordability analysis.
Co-ordinated the information provided to the companies during due diligence.
Liaison manager with the preferred provider prior to contract signature relating to TUPE sign off, transition plan etc. 
Developed processes and procedures for the client team in relation to payment mechanism, invoicing and change control

Technical Officer Outsourcing Project

Carried out the financial evaluation and analysis of approximately 500 companies for the councils approved Standing List of Contractors. 
Identifying issues and  making recommendations on advised contract level.

Joan West