Stephen Daniels is an experienced project manager specializing in leading major business change programs. Over his 18-year career, he has delivered over 15 successful change projects covering over 15,000 staff across 15 organizations. He has expertise in change management, stakeholder management, business transformation, strategy, training, and culture change. His most recent role was as a senior project manager for a housing association where he guided a merger of 3 operating units.

1. May 21, 2015 CV – MAJOR CHANGE PROJECT MANAGER
STEPHEN DANIELS
9, Hillside, Edgmond, Newport, Shropshire TF20 8LG
Contact I H 01952 822121 I M 07968 854436 I e stephen.daniels@btinternet.com
Profile
Result focussed 18-year director, Prince2®
practitioner consultant with a proven record of leading,
driving and delivering successful change programmes and projects for business transformation,
operational risk mitigation, service reconfiguration, culture change, process improvement and IT
integration
A winning stakeholder influencer, hands-on, incisive and timely; exceeds deliverables. Shifts easily
from strategy to detail. Communicates and matrix-manages effectively to empower others to deliver
business change. Highly resilient, supportive, respects cultural differences, adapts to technical
complexity. 50% spent coaching managers, leadership development (see Quick Summary All Roles
p.4).
Successes
• Critical business changes covering 15,100+ staff over 15 organisations
• Credible: “Stephen has outstanding project management skills and his attention to detail is
outstanding “[and] “is capable of working in a very senior position with any NHS or Local
Government organisation in any project / programme management area.” (NHS DC for CEO)
• People: “He dealt with HR issues, recruitment issues, and provided assistance with business
development above his defined responsibilities.” “Able to win hearts and minds and was the was
the driving force at both a strategic and operational level.” (Director PPP)
• Approach: “His approach was professional, inter-active and strategic” [he] “provided insight,
challenge and stretch for the organisation and the senior management team. Enabled us to”
[move] “forward in our thinking and delivery.” (Exec Director People)
• Strategy: “We implemented all of his suggestions…[the] stress has gone away.” [A] “people
person, lively, energetic, good communicator, approachable, not a shrinking violet, hit the ground
running,” [a] “cultural chameleon.” (Director PPP)
• Redesigning call centre strategy resulted in £1.2m saving and acknowledgement in the
Company’s Report and Accounts in just 12 months
• Trusted: delivered critical change over 34 engagements - 14 re-hires over 29 projects – an 83%
re-hire rate.
Skills & Expertise:
• Highly rated by clients, agent, peers and direct reports for: change management, stakeholder
management, business transformation, strategy, training delivery, programme management,
culture change, performance management, management development and coaching
• §deep understanding of risk management, of governance and project assurance
• Effective communicator e.g. in a critical public service reconfiguration managed communications
with other CEOs, MPs, press and lobby groups
Education
North Staffordshire University Qualifications: B A (Hons)
Financial Planning Certificate (full) FPC I, II, III,
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2. May 21, 2015 CV – MAJOR CHANGE PROJECT MANAGER
2007 – Prince2®
accreditation (Full - foundation + registered Practitioner)
2013 – study for PMI’s PMP (Project Management Professional) skills certification
RELEVANT BUSINESS CHANGE / PROJECT MANAGEMENT ASSIGNMENTS
Q1 – Q4 2014
Senior Project Manager Orbit Group
Managed major business change (Transformation and business restructure) for 1600 staff and
15 directors of a not-for-profit Housing group. Guided Directors to merge 3 operating
associations, management and processes including restructure decisions milestones,
implementation planning, risk management (including Operational Risk), prioritisation using
Target Operating Model (TOM), communication planning. Built bridges with stakeholders to
involve the wider Group (Exec and HR teams) in delivery
Q3 2013 Management Regulatory Change
Cascade
Brightouse
Cascade to Area Manager and Branch Managers covering lending regulatory requirements and
enforcement. Presented, coached and mentored 50 managers
Q1 – Q2 2013
Project Manager – Change, L&D Lloyds TSB
Produced a Training Needs Analysis / learning shortfalls gap analysis for 2,500 staff. Reviewed
current material and made recommendations to support a new Target Operating Model (TOM)
for telephone retail banking. Devised and agreed strategy, milestones and timescales and a
strategic Learning and Development plan
Q4 2012
Change Management L&D Retail
Banking
Lloyds TSB
Retail banking – designed senior management processes and guidance materials for Bank of
Scotland including communications for delivering major change to Branch function affecting
200+. Designed the intervention structure, agreed objectives, deliverables, primary concerns
and workshop content for senior managers to implement changes to roles / opening with
stakeholders from HR, Communications, Operations, L&D
Q3 2011 – Q2
2012
Programme Manager – Change Swiss Re®
(Admin Re®
)
Managed Operational Risk due to growth /acquisition / regulation. Surveyed 290+ staff
with diagnostic for stakeholders from Directorate, Operations, HR, Comms and PMO.
Appointed 5 matrix-managed Project Managers (PMs), agreed strategy, project stream
outcomes and objectives. Re-designed SharePoint site. Coached and mentored PMs,
defined and documented strategy, policy and process supporting project methodology
across the business. Presented 3 times to 290 staff to explain major changes
Q3 2010
Pilot Training Manager Care Quality Commission
Pilot project for complex NHS provider registrations with the Care Quality Commission, Role
involved scoping, developing a plan, risk assessment and pilot system testing. Adversely
affected by need for ministerial approval as a new-spend project so subsequently internally
resourced
Q1 2009 – Q2
2010
Programme Manager NHS
NHS Paediatric and Maternity Major Change: Strategic Planning, resourcing, implementation
and stakeholder management of a service reconfiguration affecting Maternity and Paediatrics
services across Greater Manchester. Managed using some PRINCE™ 2 methodology, risk
control, governance and assurance. Communicated policy to press, MPs, Department of Health
and several lobby groups, Stakeholder management of clinical and medical groups concerning
plans, timescales, organisational requirements and patient safety. Devised and wrote patient
transport policy for the region with stakeholder groups including Foundation Trusts and GMCC.
Initiated programme Swine Flu response to cover the service change period and liaised with
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3. May 21, 2015 CV – MAJOR CHANGE PROJECT MANAGER
SHA
RELEVANT BUSINESS CHANGE / PROJECT MANAGEMENT ASSIGNMENTS – continued
Q3 – Q4 2008 Project Manager NHS
NHS World Class Commissioning -Strategic Planning, supporting processes including
PRINCE™ 2 methodology, risk control, governance and assurance. Defined performance
metrics
Q2 2008
Technical Author, Training
Design
BP (US)
Co-Author of Facilitator Guide for management training, US environmental legislation (ONSHORE)
Q4 2007 – Q2
2008
Project Manager Urban Vision (Salford City Council / Capita
Symonds)
Operations Change Interim; Led vision, strategy, funding change, service pricing Gap analysis resulted in
new structure, recruitment, role redesign, HR policy, IT, culture change ‘Hands on’ solutions included
recruitment, team appointment, coaching to bridge identified gaps. Defined and documented strategy,
policy and processes
Q3 – Q4 2007
Training Designer - Stream Lead Abbey / Santander
Training Design Back office IT and process integration with Santander’s global CRM systems. 800 staff
directly enabled by Banking System Process Change, Scoping multi-functional team learning needs,
Recommending process and IT change to match business need, Scheduling resource deployment within
programme constraints, redesigned compensation packages
Q2 – Q3 2007
Interim Change Project Manager Urban Vision (Salford City Council / Capita
Symonds)
Operational risk response; Led vision, strategy, Planning and Building Control organisational structure,
team and role redesign, HR policy and culture change. ‘Hands on’ solutions included recruitment, team
structure, plan for future growth and coaching to bridge identified gaps. Developed new supplier
relationships, redesigned compensation packages Defined and documented strategy, policy and
processes. Managed using some PRINCE™ 2 methodology
Q1 – Q2 2007 Interim Change Project Manager JHP Training (Pitman family company)
Ran full life cycle of project from scoping and planning through to succession planning. Operational risk
response to growth. Redesigned administrative processes and function for 200 branches, including
internal communications and MI reporting. Designed / implemented IT support (database) and agreed
team performance metrics with key stakeholders from Operations, HR and Finance. Interviewed
management team with HR, delivered management training, coaching and succession planning.
Q3 2006
Trainer – Branch Managers,
Business Development Managers
Cheltenham & Gloucester
Train the Trainer for 120 managers in Intranet / web based front and back office IT processes and
systems integration, for mortgage sales. First class feedback
Q1 2005 – Q3
2006
Interim Sales Development
Manager
Bradford & Bingley
Repeat hire – Regulatory supervision and change delivery for Branch mortgage advisers after
wide ranging Regulatory and IT changes - 24 direct reports; Managed KPI fulfilment, team
compliance, monitoring, reporting and QA; Developed team through effective training,
coaching, field observations IT liaison for point-of-sale workgroup> London (City), Greater
London and Yorkshire / North East.
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4. May 21, 2015 CV – MAJOR CHANGE PROJECT MANAGER
RELEVANT BUSINESS CHANGE / PROJECT MANAGEMENT ASSIGNMENTS – continued
Q3 – Q4 2005
Management Trainer-Assessor Abbey
Retail Banking Advisers: Train observe and assess 72 mortgage advisers / retail branch / managers in
MCOB / ICOB compliance and new sales processes – London & Glasgow
Q1 2005 – Q3
2005
QA / Customer Relations Manager Abbey, Legal and General
Reviewer, Decisions Quality Assurance (QA) and QA-QA, MF Calculations and Calculation QA
as well as tech support for endowment review complaints including customer contact
Q4 2004 Management Train the Trainer Abbey
Train the trainer / skills training for Child Trust Fund launch for managers training 27 bank branch
staff, call centre(s) for subsequent cascade to staff
Q3 – Q4 2004
Project Manager, Training Abbey
TNA /S coping for banking admin centre major process and IT changes including strategies for
skills improvement and KASH modelling of core competencies – consultative role; documented
recommended training strategy and outline process for Senior Managers in Bradford
Q1 – Q2 2004
Author-Designer, Training Abbey
E-learning: Branch lending process change. Design and production of web-based distance
learning material following IT changes, documented process change
Q1 – Q2 1999 Management Assessment Design Prudential
Supervisor Assessment Programme Design, 121 staff; Sales Manager Competency
Assessment, commended for effectiveness. Incl. video scripts, of various types of product sales
in the field conducted by advisers, role-plays. Included firm specific and generic advice checks
within the process.
QUICK SUMMARY ALL roles and clients 1997 - 2015
February 1997
onwards
Positions Held:
Interim Manager, Strategic / Operational
Consultant, Business Change and
Transformation Programme Manager, Project
Manager, Business Review Manager,
Management Trainer, Sales Trainer, Induction
Trainer, Training Designer, Analyst, Copywriter,
Interim Regional Mortgage Supervisor, QA,
Customer Services Pensions, Complaint
Handler Mortgage, BAU New Business Review
(Pensions
With clients:
PREVIOUS EMPLOYMENT HISTORY
1997 Senior Manager Commercial Union (CGU merged Norwich
Union 2000 rebranded Aviva July 02)
Branch Manager held £1.2m budget and full range of distribution channels for Life and
Pensions insurance in the UK. Progress from account manager, corporate sales specialist, local
manager. Achieved over 5% of UK sales (exceeding demographic 3% population) Fulfilment of
team compliance, monitoring and reporting and QA in audit. Individually negotiated largest ever
group sale and largest agency connection Recommendations accepted by actuaries on product
development, IT OPS, Defined Benefit, SSAS and GPP technical sales specialism. Top 10
sales results repeated over 3 years
References
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5. May 21, 2015 CV – MAJOR CHANGE PROJECT MANAGER
References are available from LinkedIn, or on request from interim.manager@btinternet.com
IT Skills
• Microsoft – excellent in application of Word (+automation), PowerPoint and Excel
• Bespoke Retail Client Relationship Management (CRM) and Point-of-Sale (PoS) systems
training with bespoke front and back office Retail /banking systems experience
• e-learning design , process and tools including ASSIMA and Atlantic Link and full SharePoint
site development for an IT business
Other information
Status: 2 dependent children Driving: Full UK Licence
Health: Good
Published: Cyber Times, Mac Format, Teleworking Review, HR Training & Development articles
Client, agency & direct reports: SKILLS ENDORSEMENT (see LinkedIn Profile)
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6. May 21, 2015 CV – MAJOR CHANGE PROJECT MANAGER
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7. May 21, 2015 CV – MAJOR CHANGE PROJECT MANAGER
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