PROJECT MANAGER
SPRINGER NATURE
Total years of experience :14 years, 6 Months
Leads two business analysts and three SAP developers across business process transformation and technology change programmes valued up to £1M. Directs stakeholder, project, vendor and system integration partner teams of up to 30, and owns user requirements gathering, scoping, estimating, business case creation and project strategy, blueprint, planning, governance, resourcing, cost management, financial projections, RAID, problem-solving and reporting.
- Currently leading IT workstream to transition to SAP S/4HANA, AI and RPA practices to eliminate error-prone, manual process complexity and enhance user experience through deployment of SAP Fiori. Established governance, risk and control framework, scoped infrastructure landscape and managed resource allocation and upgrade releases.
- Delivered centralised cloud-based document storage and control solution. Resolved conflicting stakeholder opinions, and led workstreams to create simplified interface with enhanced upload, search and audit functionality.
- Mitigated business risk and revenue loss. Mapped transactional order flows and led Agile software application team to create higher functionality front-end web services to SAP APIs and middleware, to replace out-of-support platform.
- Improved business efficiency and customer journey. Automated end-to-end workflows from initial client contact via offer generation, SAP MPS to invoicing that enabled sales to manage CRM lifecycle for digital products in one place.
- Established new legal entity and HR payroll process. Adapted to 27% reduction in budget and managed new legal structure set up, third-party RFP and solution integration across finance, operations, HR and IT, and 250 staff transfer.
- Built out staff capability. Advocated Agile processes, shared knowledge and trained and guided teams in best practice DevOps, Scrum, Sprint, Continuous Delivery and Integration (CD / CI), retrospectives, and backlog prioritisation.
Directed three onshore business analysts and two offshore developers, mentored junior project managers and provided consultancy and project management services to EY and Tier 1 and 2 financial services firms. Managed stakeholder relationships and third-party vendor partnerships in the UK, UAE, Spain, Singapore and India.
- Achieved Project Board approval for TSB’s ‘Putting Things Right’ programme. Aligned stakeholder requirements, set governance and control frameworks, defined scope, plan and milestones, and recommended delivery approach.
- Addressed TSB IT migration challenges. Directed four workstreams, managed RAID logs, escalations and conflicts, and matrix-managed multidisciplinary team of 12 to deliver end-to-end technology change and transformation.
- Increased security, scalability and market response time for retail bank. Resolved flaws in existing IT design and managed project execution, risks, dependencies, issues and reporting. Implemented cloud-based document repository and migrated 300 staff onto new SaaS platform, eliminating need for expensive on-premise solutions.
Brought in to control £500K budget and lead delivery of five critical front-to-back workstreams to underpin five-year digital investment programme. Directed team of two and matrix-managed cross-functional teams of up to 15 staff.
- Implemented new streamlined digital products and services to deadline. Translated stakeholder requirements into functional specifications, created RFP and managed tender process, supplier selection, negotiations and UAT for new third-party enterprise CRM, fundraising, marketing and ticketing platform, Tessitura.
- Improved revenue generation. Discovered and capitalised on opportunity to deploy commission-based payment scheme and leverage new platform to capture commercial channels not previously considered.
- Delivered integrated back office and finance functionality. Identified existing hardware and software infrastructure changes, and managed Agile development, testing, verification and BAU release processes.
- Transitioned all customer details with zero negative business impact. Scoped and executed data migration from MS Dynamics Navision ERP and ProVenueMax to Tessitura, ensuring compliance with GDPR legislation.
- Established robust PMO structure. Created rigorous governance, controls, risk, progress reporting and resource management processes, defined success factors, and set up and chaired Steering Committee and project boards.
Managed annual portfolio of projects from concept to delivery, and established robust global stakeholder relationships and communications. Led, coached and mentored cross-functional team of three, controlled budgets up to £850K, and matrix-managed project teams of up to 15 to deliver business process transformation and technology change.
- Simplified, future-proofed and automated core finance operations. Assessed Basware cloud-based Procure to Pay (P2P) and e-invoicing solution as Leading SAP superuser. Documented new workflows and managed data migration and SAP ERP 6.0 integration, system testing, training, UAT and go-live.
- Automated production, finance and sales operations, which reduced costs by 20%. Elicited accurate end-user needs, led Biblio3 publishing system upgrade and migrated data, and managed risks, testing, defects and release. Tracked and reported progress to senior leadership and successfully replaced multiple legacy platforms.
- Distributed one million multilingual books, toys and calendars for global food retailer to ‘film’ deadline and £750K budget. Planned and managed operations, Far East production, safety testing, compliance and quality control.
- Built client relationships and developed supplier partnerships across Europe and Asia-Pacific. Selected ethically sourced and sustainable raw materials, overcame cultural and language barriers, and secured additional contracts.
- Established unified UX focused intranet platform post-Random House and Penguin merger. Defined layout, taxonomy and design guidelines, managed information architecture, maintained RAID logs and led Agile software development team within two-week Sprint cycle. Reported progress to C-suite stakeholders.
- Reduced total cost of IT. Ensured accurate definition of functional requirements, created RFI, RFP and RFQ packages, and managed tender, selection and commercial negotiations with international suppliers and partners.
Led global IT projects, including £300K Oracle PIM to Bottomline Technologies P2P replacement. Assessed needs, documented artefacts, defined scope and plan, and managed RAID logs, testing, defect remediation, training and progress reporting. Worked with Head of HR and Director of Culture on CSR strategy and cultural change programmes.
- Reduced accounts payable operational costs by 80%. Refreshed design specifications within Agile approach to ensure fit-for-purpose solution, and established secure, paperless and automated invoice processing.
- Accelerated cultural transformation and CSR agenda, and boosted staff wellbeing. Controlled £15K budget and built out end-to-end change roadmap and local community events, aligned with company vision and ethos across 55 people.