1. Resource Plans Program Manager
• 2012 to 2016 Program Managedthe QuarterlyReview of ProgramCosts(QRPC) of DaaP
usingAgile methodologiesatanAgile ReleaseTeam(ART) /OperatingCentre Levelusingthe Scaled
Agile (SAFe) framework.
 As the QRPCprocessis runas an agile projectconsistencyandcoherencyimproves.
 The QRPC baselinesare constantlyimprovingdue tothe iterative andincremental
methodologyusedinthe process.
 DaaP (ISSPortfolio(£24Billionover10 years)) isa complex andevolvingwhichconsistsof
over780 projectlinesgroupedinto35Major Programs + 5 ConsolidationPrograms.These
are tracked,reportedandmonitoredthe endof eachtimebox andincrement.
 ReviewedateachProgram Increment(PIPlanning) atDeliveryTeam, OperatingCentre and
Board Level.
 Use MS Projectto personallyplanFoundation,EvolutionaryDevelopmentandDeployment.
 Use AgileEVMfromIn-YearManagementtochallengeCostingandDeploymentPlans
 UsedWork BreakdownStructure (WBS) tocreate the QRPCreportingtool
 From the Finance Planning,Budgeting&Forecasting(PB&F) model usedRiskAssessment
Analysisonthe QRPCData.
 Communicatedviathe Finance Portal (SharePoint) changesinPolicy&Proceduresacrossthe
Finance Communityandthe portfolio.
• 2003 to 2011 ISS ProjectManagerfor the PlanningRound,usingtraditional waterfallproject
managementtechniques.
 Managed upto 20 BusinessUnitsFinancial 10 YearPlans.
 ReviewedRiskusingAPMRiskManagementprocesses.
 Met MOD Centre Deadlinesforsubmissions.
• 2012 to 13 ISS ProjectManagerfor the ISS OperationHerrickForecastandBudget(Request
for Resources2 (RFR2)).Consolidatingandquestioningvariancestobaseline andcommunicatingthe
informationtostakeholders.
• 2011 to 2013 ISS Project Managerfor the DE&S Material StrategyProgram.The Material
StrategyProgramis part of the UK GovernmentTransparencydrive inordertomeetthe Levene’s
Defence ReformRequirements.ItrequiredcollaboratingwithDeliveryTeamstofindoutif the spend
was includedorexcluded(Secret) fromthe return.
• 2011 to 2013 ISS ProjectManagerfor the Finance Structure TransformationProgram.The
Finance TransformationProgramintroducedfinance downtoprojectlevel.Previouslyitwaskeptoff
line.Imanaged andadvisedBusinessUnitswhatlevel of granularityrequiredforreporting.Focal
pointto everchangingstructure of ISS.Settinguptrainingsessionsandworkshopsforthe delivery
teams.

2. Resource Plans Program Manager (Continued)
• 2010 to 2012 ProjectManager forthe In-YearBudgetandForecast.Managedat a greater
detail the £2.5 billioninyearspend.Conductedona4-weeksprintcycle consolidating8Delivery
Teamsfinancial data.ThisalsoincludedOperationHerrickspend(WarinAfghanistan) comparedto
businesscase.
• 2010 ProjectManager forFinance Communityforthe CorshamNew Environment(CNE).
CNE wasa majorISS transformationprojectbybringingall the DeliveryTeamsontoone site andinto
one building.Thisrequiredattendingmeeting andcommunicatingfeedbacktothe Finance
Community.
• 2008 to 2010 ProjectManager forthe CommitmentControl Regime(CCR) (Spend
ManagementSystem(SMS)).Due toOperationHerrick(WarinAfghanistan) Departmental Finances
was understress.However,IobtainedviawritingCCRbusinesscasesatotal of £1,422 millionin
2008 and a further£700 millionin2009.
• 2007 to 2010 ProjectManager of the ISSMOD OptionsProcess(Enhancement&Savings
Measures) averagedover200 businesscase costingsperPlanningRound(PR)
 PR 07 gained£150 millionover10 yearsfor SecretCommunicationsplatform.
 PR 08 gainedover£572 millionover10 yearsof new fundingforFuture Logistics,Future
Core NetworksandCryptosustainment.
 PR 09 gainedover£200 millionover10 yearsfor variousprojectsandprograms
 PR 10 gainedover£830 millionovertenyearsforSatellitecommunications.
Business Change Manager
• During2016 Ministryof Defence embarkedonmovingovertoanOffice 365 Hybrid
InformationTechnologysolution. Movingover200 thousandaccountsto the new solutionmakesis
one of the largesttransformationProgramsinthe world.
 I was the ProgramManager for the transformationof about400 Finance,Commercial &
SeniorTeamusersto the newsolution.
 Managed Cultural Change - Example - Fromoldstyle of telephonytoSkype forBusiness.
 Managed ProcessChange – Example –SavingfilesfromHardDrive to Cloud.
 BenefitRealisation –Example –SharingDocumentsratherthan attachingdocuments.
 CommunicationActivities –Example –IncreasedtraffictoSharePointTeamsite.
 Personable Gravitas –Example – Face to Face demonstrationswithSeniorTeammembers.
 StakeholderEngagement –Example –Engagingand energisingabout20 different
stakeholders.

3. Business Change Manager (Continued)
• Part of the Ministryof Defence TransformationProgramisrollingoutendtoendsolutions.
One solutionisthe Contracting,Purchasing&Finance Systemwhichisthe Procurementsolution.
 During2015 & 2016 I wasthe Program Manager for the on-boardingof about200 Finance &
Commercial userstothe newsolution.Havingfirsttoidentifythe users.
 Managed Cultural Change –Example - Managing bywalkingaround(MBWA), clarifyingand
confirmingwithusers throughoutthe organizationtheirunderstandingof the new solution.
 Managed ProcessChange – Example –Educatingusersthat the procurementsystemwill
have onlyone solution.
 BenefitRealisation –Example –Systemsecurityimprovedasusershadbeenvetted.
 CommunicationActivities –Example –Organisingworkshops&Roadshowsforusers.
 Personable Gravitas –Example – Face to Face discussionswithSeniorTeammembers.
 StakeholderEngagement –Example –Engagingand energisingabout6 differentteams.
 In 2011 as part of Defence ReformRequirementsthe Ministryof Defence became
part of the UK GovernmentTransparencyprogram.
 During2011 to 2013 I was the Program Manager forthe TransparencyProgram.This meant
reviewingeverycontracttoclassifywhatwasexempt(Secret) andwhatwastransparent
(reportable).
 Managed Cultural Change –Example – Organisedworkshopsandsurgeriestodrive the
project.
 Managed ProcessChange – Example –Reviewedall new contractlinesastheyenteredthe
financial system.
 BenefitRealisation –Example –Reducedad hoc reporting
 CommunicationActivities –Example –Presentation&Slide Show atthe bi annual Finance
Forum.
 Personable Gravitas –Example – Face to Face discussionswithSeniorTeammembers.
 StakeholderEngagement –Example –Engagingand energisingabout6 differentteams.