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TL;DR - Key Facts
Built an infrastructure projects function worth ~£10M per year.
Managed distributed teams of 70 people across the UK and India.
Full end to end experience of business process design, software delivery, and infrastructure deployment projects.
Returned several failing and 'at risk' projects to health.
Oct 2013 - Nov 2013, Barclays Bank.
A short, two week project to analyse people demand/supply management, build and set up a new process for managing demand, whilst also working with schedulers to fill open roles.
Java and Professional Skills Instructor
Sep 2013 - Oct 2013.
Instructor on Accenture's new joiner programme, a five week course covering Java development fundamentals and programming, as well as key business, consulting and business analysis skills. The course is taught in London (UK) and Bangalore (India) over this time.
Commercial Banking Anti-Money Laundering Programme Manager
May 2013 - Sep 2013, Lloyds Banking Group.
Programme Manager for a large AML compliance programme in LBG's Commercial Bank. Responsible for all aspects of strategic delivery over the course of 2013, including the emerging operating model and design, client engagement, business process change etc. This programme was at risk of failure, and returned to health following the implementation of more robust planning and escalation support processes.
Global Bespoke Projects Lead
Nov 2012 - May 2013, Royal Bank of Scotland.
In order to create a more agile and effective project delivery function at RBS I created the Bespoke Projects team, initially a pilot of 12 Engineers and growing rapidly over three months to over 70 resources globally. The team was responsible for project managed delivery of multiple concurrent data networking, firewall, telephony, and network infrastructure projects in the UK/EMEA, APAC, and India. As the Global Lead I was responsible for:
Sales: pipeline, estimation, proposals and contracts, overall margins for Bespoke Projects, change requests. During the Nov and Dec 2012 pilot there was a confirmed spend of £2.4M, with a strong pipeline of work through to end of Q2 2013.
Delivery: full programme management function / PMO, stakeholder management, end to end delivery, governance and compliance, resource allocation, financial tracking and reporting, escalations, reporting of status internally and to senior stakeholders (eg. Head of Global IT Services).
Network Transformation Programme Lead and Technical Design Lead
Nov 2011 - Nov 2012, Royal Bank of Scotland.
The Network Transformation Programme (NTP) was an ambitious global programme of work designed to completely revamp the data and telephony network to simplify and reduce costs. As a programme lead I was responsible for the following:
- Oversight and programme leadership for the EMEA region, comprising over 90 sites, including client stakeholder management, resource allocation, incident management support, escalations, scope definition and change etc.
- Assimilation of the technical delivery for EMEA, which was deemed to be at risk due to lack of structured management. As lead of 20 resources in the UK and India I was able to put structure around the technical design and delivery quickly, returning it to an effective run model and simplifying delivery effort.
Electronic Payments Test Manager
Nov 2010 - Nov 2011, Lloyds Banking Group.
Multi-million pound UAT engagement in distress for a major integration of the bank’s Payments business.
- Managed budget of over £3M in the first 6 months and team of over 25 direct reports at the project’s peak.
- Immediately rectified accountability and reporting issues.
- Instigated a detailed recovery plan (revised milestones, scope, resource requirements, working patterns etc).
- Trained and up-skilled resource pool.
- Significant improvements in stakeholder engagement and buy-in.
- Deputised for Programme Manager responsible for all Payments workstreams.
Infrastructure Project Manager and Implementation Manager
Apr 2010 - Nov 2010, Lloyds Banking Group.
This project, to integrate the Group’s Lloyds and HBoS Sanctions Compliance IT processes, had a failing infrastructure design and delivery element.
- Restored infrastructure design and build from ‘red’ to ‘green’.
- Established significant capital savings in the of £2M.
- Delivered new test and production environments for this regulatory programme.
- Took on the implementation planning and execution of the software changes.
- Ran post-implementation incident management (mainly TeraData and MQ) and reporting.
Electronic Payments Business Analyst
Jan 2010 - Apr 2010, Lloyds Banking Group.
In this role I was responsible for leading a small team of Analysts in putting together the As Is and To Be (Target Operating Model) process for International Payments and CHAPS. This work set the scene for the process and IT merger of the Lloyds and HBoS businesses.
Data Warehouse Defect and Incident Manager
May 2009 - Jan 2010, Lloyds Banking Group.
Following the migration of ~7M customers to a new credit card platform (Vision Plus) I took on a role as defect manager in the team building the Group’s BI capability, which sits on top of the credit card payment platform. During implementation I also acted as the project’s incident manager, dealing with service personnel and leads to bring issues to resolution.
Card Migration Defect and Incident Manager
Feb 2009 - May 2009, Lloyds Banking Group.
This large programme sought to migrate ~7M credit card customers from an old, and soon to be unsupported, platform to a new one. The role involved defect management, some test management (UAT) and later incident management.
Faster Payments Defect, Incident, and Implementation Manager
Apr 2008 - Feb 2009, Barclays Bank.
Faster Payments was the most significant change to domestic payments in the UK since BACS. As part of the team designing and deploying the solution and systems integration at Barclays, I undertook the role of defect manager. I quickly established myself as an expert in the area and took on change management, implementation planning, and incident management roles.
Unit Communications Analyst
Nov 2007 - Apr 2008, Barclays Bank.
The IT outsourcing deal between Barclays and Accenture was significant, and required a centralised PMO office for unit management and programme control functions. As the Communications Analyst I was responsible for headcount management, resource planning, and internal communications.