- Programme Management
- Project & Portfolio Management
- Service Delivery
- Team Development
- End-To-End Project Delivery
- PMO Governance Structuring
- Change Management, Leadership
- Resource planning,
- Project transformation
- 3rd Party vendor management.
- Senior Stakeholder Management
- Methodology proficiency
- Coaching & Mentoring
- Leadership & Management
- Team Coaching
- TEAM EFFICIENCY
- Person to person skills
- P&L Management
- People Development
- Enterprise Solution Delivery
- Financial Services
- System Integration
- Remote IT Support
- Busines Development
- RFI responses
- Project Controls
- APM Certification
- Prince 2
- Waterfall development
Self-motivated, insightful, pragmatic Project / Programme Manager with 25 years’ experience implementing Information Technology solutions for Fortune 500 companies in the Financial, Healthcare and System Integration sectors, additionally directed the Middle East and Africa portfolio for the largest processing and payment provider in the world (FIS Global).
Modelled, developed and delivered full-cycle programmes ranging from £500,000 to £25,000,000 in total contract value. Led and line managed a team of high-performing team sizes from 5 to 40 members. Operated in matrix managed environment with additional reporting lines to channel sales teams and Senior Managers within Implementation & Customer Engineering, Application Development and Testing, Customer Management, and Product & Corporate units. Responsible for full-cycle projects delivering Base 24, Payments and E-Commerce solutions, ATM and POS implementations across the EMEA, the Russian Federation and Central Asia regions.
Core Competencies include Project design, Scoping, management, Governance, tracking, reporting and reporting ¦Team leadership ¦Risk and issue management ¦ Budgeting, forecasting and project tracking ¦ Financial and expense management ¦Business analysis ¦ Software development (SDLC) control ¦ Quality assurance testing ¦ change management ¦ End-To-End Project Delivery Management. ¦ Hands-on delivery of PMO structuring and Governance. ¦ Project transformation ¦ Business Change management planning & execution. ¦ Senior Stakeholder and customer engagement and reporting ¦ Resource planning & optimal utilisation ¦ 3rd Party vendor management ¦ Proficiency in Waterfall, Prince2 & Agile methods ¦ Stakeholder management ¦ Business process improvement
Programme Change Manager100+ Employees 2019 - 2019
(Short Term Contract)
Employed to lead a diverse and internationally dispersed project delivery team, delivering Enterprise Core Banking products to European banks. Revised PMO governance procedures amended programme baseline criteria, tracking progress, reporting project status, revised project planning and delivery processes, and implementing disciplined Change Management procedures. Defined stage gate criteria, ensured that the stage gates were achieved on time, cost and quality. Conceptualised realistic programme visions and delivery objectives. Built programme delivery process to accomplish time-boxed, on budget and quality limitations. Managed project budgets within agreed targets. Promoted and monitored the use of efficiency improvement methods (Waterfall & Agile).
Service Delivery Director100+ Employees 2015 - 2018
Reported directly to the Chief Operating Officer in the EMEA region. I established and directed remote and globally dispersed service delivery team and third party resources to deliver complex technical business transformation solutions to >30 Tier 1 banks and processors throughout Europe, the Middle East and Africa. Teams consisted of c.80 projects (Payment & Card) Managing a portfolio exceeding a total contract value of £50+million. Responsible for P&L forecasts and variances, business case achievement, forecast vs actual revenue achievement, reporting to senior stakeholders both internally and externally. I revamped the team recruiting, leading, collaborating with and line managing high performing, geographically dispersed group of senior project managers (7-10FTE), while collaborating with an internationally dispersed team of product and technical support members (>50FTE). Working with a talented PMO Analyst and with input from the whole PM team we developed a PMO office from scratch, enabling the Governance and completion of successful change programmes, demonstrably improving efficiency using best practice principles. Improved revenue recognition of 50% in the first 12 months, stopped revenue leakage and gold plating activities, rescuing =/- USD 2.2m of losses in the first 18 months. Improved customer expectations, predictability and satisfaction. Developed and maintained delivery workflows and use cases that demonstrated expected business outcomes and early intervention and remediation of failing projects.
Senior Project Manager100+ Employees 2014 - 2015
Hired as a short-term contractor to review and redefine the mortgages business area to oversee the acceptance of process improvement requirements to improve the customer experience from applying for a mortgage to completion of a mortgage contract.
¨ Directed the business analysts who conducted workshops to understand End-to-End customer journeys, drop off points and bottlenecks that produced evidence of the changes and remediation required to improve the process and guide the development of high-level project requirements.
¨ I led the gathering of business requirements defining specific business needs for the acquisition of a technology tool enabling remote connectivity between mortgage advisors and bank branch staff enabling remote mortgage advice delivered to customers.
¨ I coordinated the request for a demonstration Proof of Concept of this tool from various suppliers that would enable the implementation of an appliance and operating process that would best suit the bank’s needs.
¨ I coordinated the translation of these experiences and customer journey improvements into deliverable business requirements that would provide the scope for the project.
¨ I submitted these outcomes to senior management for review and further leadership decisions.
Programme Lead100+ Employees 2011 - 2014
Reporting to the Accountable Executive and the head of Chief Operating Officer. Established the project direction, development and tracked business case benefits realisation producing weekly status reports to senior management stakeholders. Held the overall responsibility for the successful delivery of the programme delivery to plan, budget, quality, and governance standards. Held the lead technical supplier accountable for the delivery of product against contractual obligations, milestones, and quality standards, Provided direction to a project team of approximately 25 FTEs and management of project budgets between £2–15M. I possessed and progressed effective Governance of programmes & projects, employing PMO functionality, ensuring all technical, risk and compliance requirements were functional and to best practices, managing projects, interdependency, associated risks, and issues.
¨ Delivered £6m IVR platform enabling the identification and verification of cardholders as part of the TRANSFORM Change programme while enabling call flow routing and enabling customer self-service. Managed a team of c.25 FTEs and successfully implemented the project within 6% of the planned budget.
¨ Delivered an initiative focused on the reduction of direct debit payment set-up time, simplifying the customer journey, and streamlining the processes and policies around DD. Completed within a budget of £1.5m and achieved a 70% reduction of customer complaints within the first six months.
¨ Conducted analysis and scope assessment of the migration of a legacy merchant acquiring platform to a new platform enabling single GBP and multicurrency capability, billing and settlement capability and migration of customer merchant contracts offering enhanced processing capabilities.
Senior Project Manager100+ Employees 2007 - 2011
Appointed as a Senior Project Manager and reporting to Senior Regional Services Director, operated in matrix managed environment with additional reporting lines to channel sales teams and Senior Managers within Implementation & Customer Engineering, Application Development and Testing, Customer Management, and Product & Corporate units. Responsible for full-cycle projects delivering Base 24, Payments and E-Commerce solutions, ATM and POS implementations across the EMEA, the Russian Federation and Central Asia regions. Led multinational project implementations of ACI products and acted as a critical escalation point for implementation challenges.
¨ Cedicam (Crédit Agricole Group) Versaille, France - Installation of initial £8m roll out of ATM services to a vendor representing 120 French agricultural member banks with a full roll-out of 22,000 branded ATM’s. Multiple site delivery covering development (India / Romania), product support (USA) and testing management (UK).
¨ Asia Universal Bank (AUB), Bishkek, Kyrgistan: Delivered £2m ATM and POS acquiring system, utility payments, and integration with existing processing for host authorisation, clearing and settlement and certification with MasterCard. Performed using local management and service across the UK, USA, Kyrgyzstan, and Russia, delivered to schedule, budget and QA expectations.
¨ SNGB Surgut, Siberia, Russian Federation: Delivered £3m e-commerce ability to provide commerce gateway and secure authentication services with 3D-Secure functionality ensuring liability shift coverage for a closed joint-stock company operating as a bank in Siberia in the Russian federation. Project delivered on time, budget and to all QA expectations and business requirements.
¨ Alliance & Leicester Bank (Now Santander): Implemented £4m faster payments initiative for Santander (Alliance & Leicester) enabling international processing of CHAPS/SWIFT transactions and operational efficiency to facilitate growth. The project was delivered, meeting all key industry milestones.
Programme Manager100+ Employees 1988 - 2007
¨ Brain-Gut Research Group – Bern, Switzerland. - Programme Manager – Transitioned an academic Clinical Research Unit into a viable commercial venture, with revenue earning of CHF5 million in the first 24 months.
¨ Unisys, Cape Town Western Cape, South Africa - Service Delivery Manager Western Cape. The leadership of a technical consultancy focused on consolidation of stand-alone servers onto new blade technology (ES7000), for Old Mutual, Capitec, Sanlam, Santam. All projects highly successful saving customer millions of dollars in software licencing fees, maintenance, equipment theft. Standardising operating platforms, disaster recovery and failover systems that assured continuous business activity and maximum security.
¨ Unisys, Johannesburg, Gauteng, South Africa – Senior Project Manager – Implementation of Hospital Information Services to seven remote hospitals. System Integration projects, project remediation and change management.
¨ Consolidated Diamond Mines, Oranjemund, Namibia – Senior Software Developer
¨ South African Institute for Medical Research: Medical Technologist – Opened six rural routine diagnostic laboratories in remote country hospitals uplifting the standards of medical investigation and reporting significantly.
Marshall Lore Enterprises
Director1 - 5 Employees 2014 - Current
A natural mentor, tutor, student and servant leader, my best strengths lie in multiplying people’s skills enabling them to prepare f0r tomorrow, whatever it may present. An APMP and PRINCE2 certified Programme Manager with a track record of delivering £multi-million IT Transformation and CHANGE programmes for global organisations, delivering tangible business benefits, high performing multi-disciplined teams and driving people growth through strong leadership and direction. Building collaborative relationships with diverse stakeholders, securing trust and collaboration in shaping alternative delivery options that mitigate risk and deliver the promise of a better future for all. Proven experience of managing the challenges involved in a complex programme of IT and business change projects, resolving complex issues, and achieving programme success.
Highlights of Expertise
· End-To-End IT Project Delivery Management.
· PMO Governance Structuring.
· Risk Assessment & Mitigation.
· Change Management planning & execution.
· Resource planning, optimal utilisation.
· Project transformation.
· Strong leadership & team management.
· 3rd Party vendor management.
· Senior Stakeholder and client (C level) management and reporting.
· Proficient with Waterfall, Agile and PRINCE 2 Methodologies.
Marshall-Lore Project Management Servoces
Director1 - 5 Employees 2019 - Current
Project / Programme Consulting
Accepted ad hoc work consulting and troubleshooting project and programmes that have fallen into hard times, worked with project owners to plan remediation processes, tactics, financial resetting of budget forecasting, lessons learned application and aligning customer and 3rd party vendor participation.
Damelin Management School1995 - 1996
Diploma i Project Manahement achieved with Distinction and a Merit Award
Van Zyl & Pritchard Programming School1988 - 1986
Tough hans on training in COBOL and Natural Addabas with high levels of drop outs because of the high level pace, difficulty and expectaion from the tutors.
Prince 2 Foundation & Practitioner
Prince 22012 - 2012
Prince 2 training in house at Barclaycard
Association of Project Management2003 - 2003
APM Certification (MAPM) and membership