Project Manager at Thomson Reuters plc
London,
United Kingdom
www.thomsonreuters.com
July 2011-Present

At Thomson Reuters I was responsible for a Global Business Change project concerning financial regulations coming into effect in 2012. The regulatory changes impacted 26,000 users of the Dealing 3000 product. My goal was to design, develop and deliver an effective digital learning programme in order to ensure an excellent customer experience through the transition, in order to revenues of $600M per year. Key responsibilities were to lead the design, production and delivery of an intense e-learning and classroom training programme to 400 client-facing staff globally. With only 3 months to deliver, and staff in virtually every country in the world, meticulous planning was required at all times to bring them together physically for 50 training events worldwide. I naturally implemented SCRUM on the project, in order to deal effectively with the widely fluctuating requirements and very short time-to-market. The Learning Programme was released on schedule and is currently being rolled-out.

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Project Manager at NHS Choices
London,
United Kingdom
www.nhs.uk
January 2010-August 2012

Project Manager for nhs.uk, one of the largest websites in the UK. The role required the timely delivery of already-late-running SharePoint development projects in order to restore the confidence of senior Department of Health stakeholders. The projects were brought under control and delivered successfully. I was also responsible for all Department of Health public health campaigns including large, multi-channel digital marketing campaigns such as Change4Life, Smokefree, ActFast etc. Duties included management of stakeholders, multiple suppliers, and agile management of multiple streams of digital marketing activity to meet strict, TV-driven deadlines.

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Project Manager, Scrum-of-scrums Master at Reed Business Information plc
London,
United Kingdom
www.rbi.co.uk
September 2010-February 2012

I was placed at RBI as a Project Manager and trouble-shooter for a £2M website revamp. The site is the UK’s largest business information portal for the Commercial Property Industry, and I joined in the final months of a major release which was at very high risk of not delivering. The role required liaising between senior business stakeholders, suppliers, and the leadership of a development team of 30. A major component of the role was SCRUM coaching, as the poor implementation of SCRUM was a major factor inhibiting progress. Under my stewardship, the development team was scaled-up from 15 to 30 staff, and re-organised from two inefficient SCRUM teams, to five highly-focused teams each with their own CSM. The reorganisation and rapid on-boarding had to be managed carefully in order to ensure forward progress in development. This was accomplished successfully, with a steady increase in progress demonstrated with each sprint.

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SCRUM coach at Totaljobs Group plc
London,
United Kingdom
www.totaljobsgroup.com
May 2011-September 2011

During this contract I assumed responsibility for the SEO and Marketing development teams which had been without a SCRUM Master for a period of time, and had been struggling to deliver against the business roadmap. There were a number of areas within the development teams and also at the Product Owner level that had room for improvement. I coached and mentored the teams to manage technical risk, make much better use of the SCRUM methodology, and to plan and deliver more effectively. Within six weeks there was a dramatic increase in clarity and confidence in the business roadmap. While at Totaljobs Group I was also asked to give a number of talks to the permanent Scrum Masters on best practice, and the use of velocity tracking and release planning tools that I created specifically for the company.

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Project Manager at RM plc
Manchester,
United Kingdom
www.rm.com
October 2003-December 2009

At RM plc I was responsible for full project life-cycle ownership from bid through development, productisation and beyond, using SCRUM and Prince2 methodologies as appropriate. Key responsibilities: Led multi-disciplinary project teams of over 40 staff including software development (onshore and offshore), creative design, content authoring, quality assurance and marketing. Ensuring that project teams work to unique standards of quality: employing User Centric Design and user evidence bases to inform decisions and determine acceptable levels of quality. Providing expert consultancy to customers in our specialist areas of business: Software Development, Interactive Design, Usability and Teaching & Learning. Membership of the Project Board, Executive Management Group and representing the project to an independent steering committee. Ensuring compliance with the company’s Quality standards and ISO9001 accreditation. Key achievements: Delivered 35 projects, often working to immovable publishing deadlines. Held reputation for ‘fixing’ disaster-stricken projects by taking control, delivering and most importantly, restoring client confidence. Consistently brought repeat contracts into the business by delighting customers and innovating to increase Lightbox’s value offering. Demonstrable track record of innovating in order to control costs, increase competitiveness and increase operational efficiency. Technologies used: ASP, .NET, AJAX, XML, Flash, Zinc, C#, SQL Server, Redmine, SharePoint, Windows and Mac.

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Founder and Managing Director at Star55 Networks Ltd
Dublin,
Ireland

April 2000-May 2003

Demonstrated entrepreneurship in overcoming the immense challenges that followed the .com crash of March 2000. Established a business and delivered to market four speech-recognition products sold on an application service provider model. Achieved a private equity investment from Venture Capital investors.

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Business Analyst, Project Lead at Hertz Corp
Dublin,
Ireland
www.hertz.com
May 1999-May 2001

Key Achievements: Member of the MIS Globalisation group, a cross-functional task force charged with the consolidation of European information systems for the newly-established headquarters in Dublin. Project Leader on the RMS (rental management system) project for UK, Italy, Spain and Benelux. Key responsibilities: Requirements gathering, analysis of business rules, systems and procedures across six European markets. Specifying and managing business process improvements and systems enhancements in order to achieve a global solution satisfying the requirements of all markets. Effective communication and reporting in a multinational, multilingual environment.

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Business Analyst, Project Lead at Hertz Corp
Dublin,
Ireland
www.hertz.com
May 1999-May 2001

Key Achievements: Member of the MIS Globalisation group, a cross-functional task force charged with the consolidation of European information systems for the newly-established headquarters in Dublin. Project Leader on the RMS (rental management system) project for UK, Italy, Spain and Benelux. Key responsibilities: Requirements gathering, analysis of business rules, systems and procedures across six European markets. Specifying and managing business process improvements and systems enhancements in order to achieve a global solution satisfying the requirements of all markets. Effective communication and reporting in a multinational, multilingual environment.

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Head of Internet Development at Infopoint Systems
Galway,
Ireland

May 1998-March 1999

Acting as principal client contact for Infopoint’s web clients. Management of web development projects Definition and implementation of production procedures for ISO accreditation.

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