1. CAREER HISTORY
IBM - Project Manager
Projects Included: Defence Systems Integration (DSI), Defra, Home Office
DSI Subcontract
Manager
01/06/15 ~To Date
As part of the Merlin framework proposal, IBM are committed to using a number of
partners. Work is delivered using IBM resources and a number of niche suppliers. IBM
has a prime contract (consisting of 30+ documents / schedules) with the client and for
each work package, we agree a Call-Off Contract. To perform the work with partners it
is necessary to have both a subcontract with them and a Call-Off Contract for each
work package they are to implement. The subcontract is either a slimline contract /
schedules or a fuller subcontract (required for partners who are key subcontractors,
accounting for 10% or more of any work package)
• The primary focus is on creating subcontracts with the partners
• Managing the process of getting the subcontracts in place. This involves
removing the day-to-day management (of schedules, issues etc) from the
procurement team so that they get greater attention / greater resolution through
the DSI programme team
• Liaise with partners to keep them updated with progress, chase for their
comments, meet with them and procurement to discuss issues etc
• Use the subject matter commercial and procurement experts to resolve issues
• Highlight status and key issues through the DSI account team
• Regular meetings with senior stakeholders
AIX Upgrade Project
Manager – Defra
01/11/2014 ~
29/05/15
As the PM for the AIX programme, I was managing the solutioning of all the AIX
upgrades on the account. I was responsible for leading and delivering projects to time,
scope, quality and budget using defined methods, processes and tools
• Worked closely with the client to evaluate solution options in order to determine
the project approach under very challenging timescales
• Formed a team consisting of business analysts and architects to determine the
requirements and produce solution outlines for each option along with
indicative estimates for price and timelines
• Managed the third party software supplier involved in the project
• Developed a plan for the delivery of the preferred solution option
• Managed the project and tracked against the delivery plan
• Managed a budget of around 450K (T&M) for 5 months work
Defra Design
Authority Manager
09/2011 ~ 09/2013
Responsible for delivering architectural services and technical governance to a range
of projects and initiatives and for meeting the contractual obligations to the client and
reporting on compliance:
• Member of the Delivery Centre leadership team contributing to management
team meetings, initiatives and issue resolution.
• Manager of the Architecture team and the Business Analysis team on the
account responsible for ensuring that appropriately skilled resources are

2. available for all projects undertaken.
• Accountable for the execution of the technical governance regime for project
delivery.
• Supporting the Chief Architect with strategic pre-engagements and initiatives
by driving these forward through pro-active project management.
• Control and management of a budget in excess of £1 million
Development Project
Manager – Home
Office
10/2009 ~ 09/2011
The National Biometric identification Service is the central hub for the UK's National
Identity Scheme. NBIS provided biometric services including fingerprint, facial,
signature and in the future Iris recognition as well as identity management for all UK
citizens and foreign nationals visiting the UK. This was a large (10-year / £265m)
programme to design, build and operate the system based on transition from a smaller-
scale system for asylum seekers.
I was responsible for the management and delivery of a number of development
projects. I was the PM responsible for a stream of work which involved prototyping,
design, build, and implementation into Production.
• Formed a team consisting of business analysts and architects to determine the
requirements and produce solution outlines for each option along with indicative
estimates for price and timelines
• Developed a plan for the delivery of the preferred solution option
• Managed the projects and tracked against the delivery plan
• Managed a number of budgets of around £550K each (T&M) per project over a
course of 2 years.
• Using tools to support and manage delivery of project
• Management of complex issues using tools and effective communication when
dealing with build cycles.
• Working in a matrix managed account