Sanchia Norman

Sanchia Norman

Studies at:

The Lady Eleanor Holles School

Location in:

London, United Kingdom

Sanchia Norman

Sanchias connections

Currently

Studies at:
The Lady Eleanor Holles School
Location in:
London, United Kingdom

Bio

I am a confident, assertive and energetic individual who relishes challenges and thoroughly enjoys the opportunity to invent and refine creative solutions to business problems. I have worked at both operational and strategic levels in a variety of bluechip organisations, and have had valuable experience in motivating and influencing business staff within projects and across functional boundaries in order to deliver results on time and within budget. I combine excellent commercial awareness with an intricate attention to detail and a strong commitment to quality & continuous improvement.

Sanchia has experience in

  • Consulting
  • Energy
  • Technology
  • Telecoms
  • Utilities

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Work

2012 – present

(Consultant) Interim Senior IT&S Project Manager

BP
  • • Management of two Tax projects from business feasibility through to vendor selection stage
  • • Research into and documentation for various other projects to be included in End of Service Life budget.
2011 – 2012
(Sep – Oct)

Maternity Leave

Home
2010 – 2011
(Nov – Aug)

(Consultant) Continuous Improvement Project/Change Manager

BP
  • Working with the Continuous Improvement team to communicate and drive CI into all areas of Tax and Finance.
  • • Strategy formulation for BP Tax’s Continuous Improvement (CI) initiative; facilitation of, and materials provision for senior cross-functional strategic workshops; design and driving of the development of strategic deliverables across four process work streams reporting back to the senior cross-functional team.
  • • Design of Tactical CI strategy (involving processes & systems, documentation, measurement & reporting, institution of a Tax Programme Office, communication, change management and general behaviour awareness) intended to improve operating efficiency within Tax. Design of project governance and PMO structure to support CMI programme.
  • • Ideas generation around opportunities for culture change (towards a CI environment), and design of presentations communicating the values and benefits of this course of action.
  • • Project Management of BP’s transition to a global outsourcing agreement (with Deloitte) to provide compliance and other Tax services in 91 countries.
  • • Provision of consultancy advice on various other project and process management issues arising around the Tax group.
2010
(Apr – Oct)

Consultant to EIKON Business Change Team

Thomson Reuters
  • EIKON was Thomson Reuters’ multi-million pound global project to upgrade its web-based offering for financial market professionals, combining market information, news, analytics and trading tools into a web-based desktop.
  • • Provision of support to various change management activities including the global training rollout.
  • • Design and management of the Business Change plan covering BETA activities, through EIKON launch and towards Transition to BAU stage.
2009
(May – Nov)

(Consultant) Project Manager – Business Sales & Marketing Taskforce

T-Mobile UK
  • Having under-performed for several years, T-Mobile UK was given an ultimatum by Deutsche Telekom to improve dramatically or face the prospect of being sold off. A turnaround taskforce was therefore put in place to identify business improvements, several of which were in already progress when the decision was taken to merge with Orange.
  • • Hired to project manage various strategic and tactical business improvements identified for TM-UK’s Business Sales and Marketing groups in support of turnaround taskforce.
  • • Close focus on business data management (the most complex of the project’s work streams), particularly in the areas of data quality and supplier management: I drove substantial improvements in both these areas.
  • • Delivery of end-to-end process and SLA documentation designed to increase ownership and understanding of all parties’ roles.
2008 – 2009
(Nov – Feb)

(Consultant) Data Quality Project Manager

Nokia
  • Moving from their traditional business of mobile phone manufacture towards managed services forced Nokia to use and manage data more extensively than ever before. The Consumer Data & Interaction Programme was founded to design solutions for, and to manage this change.
  • • Implementation of process control, and project planning and management in an area which had previously had none.
  • • Design and communication of a data quality approach for the CDI programme.
  • • Deployment management of Data Quality tasks and responsibility for interfacing with other programme areas.
2007 – 2008
(Aug – Aug)

(Consultant) Programme Manager

Vodafone
  • • Programme Management and launch of Vodafone's commercial response to the iPhone in time for the Christmas 2007 market: a £3.2 million programme to deploy three new handsets containing 14 branded products across five European countries.
  • • Investigation for and design of Programme and Change Management proposals for the implementation of a new Strategic Partnership Integration process (a core arm of Vodafone's €3 billion B2B strategy). My proposals facilitated a significant amount of these strategic revenues and incorporated the reduction of processing times by up to 9 months, thereby creating substantial operational savings.
  • • Performance of interim role as Marketing Product Manager.
2006 – 2007
(Jan – Jun)

(Consultant) Project Manager - Statutory Accounts Process Improvement Project

BP
  • Project initiated to ensure BP filed higher quality accounts and corporation tax returns in a more timely fashion.
  • • Analysis of existing processes; improvements design; provision of assistance in setting target delivery dates against milestones.
  • • Weekly project meeting leadership to track progress against delivery dates; cross-functional discussion facilitation; coaching of project team members in project disciplines where lacking; provision of assistance in planning more demanding project targets for the next financial year.
  • • All 250 companies monitored in the 1st year's cycle filed accounts and/or tax returns at least 33% sooner; additionally all outstanding accounts/tax work was brought up to date.
  • • Design and implementation management of upgrades to an existing web-based Statutory Accounts system enabling an unprecedented level of process monitoring and progress reporting for BP’s Tax and Finance functions.
2005
(Jun – Nov)

(Consultant) Programme Manager - Content Management Outsourcing Programme

Vodafone
  • Working to the Head of Content Services for Vodafone Global, sole charge of implementing his Content Management outsourcing strategy.
  • • Management of the transition from aggregated to direct supplier relationships (devising supporting SLA and contract addenda), and from a business unit of 12 people to an in-line operating unit of 5.
  • • Optimisation of the distribution chain and design of a standardised solution for content providers (Music, TV/Video, Ringtones, Ringback tones and Images) in order to facilitate revenue growth of 176% to £273million over the next financial year. The bulk of Vodafone’s annual 3G data revenue expectations at the time were driven from this area.
  • • Research into requirements and design of a specification for a new Content Management system to include a reporting solution allowing Vodafone to monitor content quality, process effectiveness and efficiency, and to manage 3rd party suppliers’ performance.
  • • Project team leadership and management, and training/mentoring of less experienced staff.
2004 – 2005
(Nov – Jun)

(Consultant) Project Manager - Global Data Cleanup programme

Microsoft
  • Membership of a European project team delivering a revenue and CRM data association task, worth over £5million globally.
  • • Project Management of the UK data cleanup task, and significant process re-engineering. Process stabilisation so that the UK regularly achieved 100% against its weekly data targets.
  • • Virtual team leadership and Project Management of data cleanup in Spain, Italy and Portugal, and provision of process training and best practice documentation models. Successful Change Management here entailed subsequent efforts to optimise these processes for local needs.
2004
(Mar – Jun)

(Consultant) Project Manager/Senior Business Analyst - £5Million Business Transformation Programme

Quadriga UK Ltd
  • Working to the COO, responsibility for delivery of sales process and forecasting re-engineering project within larger transformation programme.
  • • Re-designed of sales process, reducing the existing one by more than 50 days.
  • • Design of forecasting methodology and sales forecasting tool, enabling the management team to understand both the likelihood of each sale and its anticipated revenue dates for the first time.
  • • Production of all sales re-training material (sales handbook, forecasting tool user guide, etc).
  • • Responsibility for integration with other projects to deliver a solution streamlined across all business functions.
2003 – 2004
(Aug – Mar)

(Consultant) Project/Change Manager - HUB 2.0 Release and Implementation Programme

Quadriga UK Ltd
  • Working to CTO, responsibility for delivery of Product, Marketing and Finance work streams within the programme.
  • • Leadership of project team and training/mentoring of staff in Change, Project and Programme Management.
  • • Incorporation of stakeholder requirements into hardware delivery release schedule and significant improvements to business knowledge management, better enabling the business to deliver on their CRM strategy.
2002 – 2003
(Oct – Jan)

(Consultant) Senior Business Analyst - Non-Infrastructure Invoice Payment System

London Underground
  • Documentation of user requirements for new invoicing system.
  • • Leadership and management of core user team of 8 to research user requirements; training and mentoring of several staff in project team-working and requirements gathering.
  • • Documentation of user requirements for NIIPS system, including analysis of interim system and data to ensure success in the system’s implementation.
2001 – 2002
(Oct – Dec)

(Consultant) Project Manager - Risk Management Information System Project

London Underground
  • Project implementation of a business critical, web-based Risk Management system (Active Risk Manager v.2.04).
  • • Complex system implementation achieved within £300K budget and agreed timescales using Prince2 methodology.
  • • Lead and managed a core key user team of 13 and broader user/stakeholder/supplier team of more than 40, provision of mentoring on project management and team-working where necessary.
  • • Management of system testing, two upgrades and rollout to approximately 60 users.
2001
(May – Jul)

(Consultant) Senior Business/Systems Analyst - Human Resource System Outsourcing Project

London Underground
  • Provision of documentation enabling outsourcing to ICL of London Underground’s Human Resource function and system.
  • • Design of task approach and composition of standardised system administration methodology documents, simultaneously resolving LUL and ICL concerns with regard to the future of the HR system.
  • • Research and creation of over 80 separate processes and process documents within 3 months.
2001
(Apr – May)

(Consultant) Senior Business Analyst - Speech Recognition Project

London Underground Ltd
  • Creation of retrospective feasibility documentation to justify LUL’s choice of system (which was already being piloted).
  • • Collection of retrospective market research: production of detailed software and training questionnaire; measurement and collation of user reactions and crucial statistical data.
  • • Composition of feasibility documentation using market research; incorporation of dove-tailed existing business case.
2000 – 2001
(Jul – Feb)

(Consultant) Senior Business/Systems Analyst - International Sales Commission Project

Worldcom
  • Membership of project team tasked with selecting and implementing a global web-based sales commission system.
  • • Liaison with all stakeholders to agree, document and deliver business requirements.
  • • Tender analysis, vendor selection and pilot management of selected system (Oracle Sales Compensation v.11i.); user acceptance test management and results analysis; creation of all process, analysis and reporting documentation, and configuration management system.
2000
(Mar – Jun)

(Consultant) Enterprise Architect - IT Programmes Department

Level 3 Communications
  • Interim management in under-resourced business group.
  • • Project Management of and liaison with Product Development, IT and Business Leads to ensure accuracy and efficiency of communication and efficient Release delivery for IP products.
  • • Problem/impact analysis and issue prioritisation according to strategic, global and local business objectives and capability, as well as status reporting, jeopardy escalation and problem resolution.
1999 – 2000
(Nov – Feb)

(Consultant) Senior Business Analyst - Softswitch Implementation Project

Lucent Technologies
  • Membership of Lucent’s project team competing for Level 3’s tender to sell and implement a Software Defined Switch to Level 3 as part of their strategy to rollout the first global Voice over IP network.
  • • Liaison between Level 3 cross-functional staff and Lucent engineers
  • • Definition and negotiation of business requirements to ensure that Lucent’s solution exceeded Level 3’s strategic and functional needs
1999
(Aug – Nov)

(Consultant) Senior Business Analyst - Finance Group Startup

Virgin Mobile
  • Membership of the team designing the business processes during the pre-launch and start-up phase of Virgin Mobile.
  • • Design and development of various Finance-related processes, and collaboration with other business groups to ensure fully interlinked business processes and systems.
  • • Liaison with HR and an outsourcing supplier to develop and implement a payroll process and all relevant process/system interfaces.
1999
(Jun – Aug)

(Consultant) Project Manager / Senior Business Analyst - Customer Services Group

Level 3
  • Recruited to develop a Customer Programme Management (CPM) methodology to underpin Level 3’s strategic relationships with their key corporate customers and in support of the new Level 3 Global Project Management group.
  • • Design of CPM implementation strategy, and management of rollout with mentoring and training where appropriate.
  • • Design and initial implementation and change management of CPM process and methodology.
1998 – 1999
(May – May)

(Employed) Strategic Business Analyst - Customer Value Marketing Group

SITA
  • Recruited to implement and change manage a Customer Relationship Management Plan aimed at 100% retention of customer base.
  • • Formulation of detailed proposal for the re-design of the Sales Account Development process. Identified major company database deficiencies; implementation of interim solution designed to collate soft customer information.
  • • Research, design and proposals for strategic initiatives supporting SITA's ambitious Commercial Plan for 1999-2001
  • • Contribution to many other projects, including SLA development, design and implementation of company order process, and design of several databases housed on SITA's Lotus Notes platform.
1997 – 1998
(Aug – May)

(Employed) Project Manager / Senior Business/Systems Analyst - IT/Billing Group

AT&T
  • Recruited into the IT/Billing group for my helicopter knowledge of the businesses processes, I subsequently managed the IT/Billing department's communication with other business functions, and ensured suitable interfaces were maintained.
  • • Project management of documentation delivery for IT/Billing's ISO 9001 compliance, provision of departmental audit training and implementation and maintenance of Change, Performance and Fault Management procedures.
  • • Investigation of training deficiencies within the IT/Billing group: all my proposed improvements were implemented.
  • • Recruited by VP Operations (Europe) to sit as the only non-Director on the Investors in People steering group.
1995 – 1998

(Employed) Process /Project Manager - Sales Group

AT&T
  • Recruited to join start-up team at AT&T UK where I designed the business critical Sales Order and Approval process, and worked closely with system developers to ensure that the accompanying system met the business requirements.
  • • Responsibility as Process SPOC for all product/service releases and cross-functional process integration. Leadership of cross-functional teams and responsibility for advising stakeholders on interfacing processes, best practice, internal SLAs, Quality Measures and process improvement opportunities.
  • • Project/Change Management of all system upgrades, and responsibility for rollout to/training of all business users including remote offices (over 2500 users). System supplier management and documentation of user guides etc.
  • • Composition of all documentation for Sales Group's compliance with ISO 9001, and discrepancy management where issues were highlighted by internal audits.
  • • Research into the strategic re-engineering of the sales order process. My proposal for a revised database structure to include the capacity for management reporting was accepted and implemented.
  • • Receipt of an Excellence Award from the AT&T Customer Services organisation for my success in this role.

Work

2012 – present

(Consultant) Interim Senior IT&S Project Manager

BP
  • • Management of two Tax projects from business feasibility through to vendor selection stage
  • • Research into and documentation for various other projects to be included in End of Service Life budget.
2011 – 2012
(Sep – Oct)

Maternity Leave

Home
2010 – 2011
(Nov – Aug)

(Consultant) Continuous Improvement Project/Change Manager

BP
  • Working with the Continuous Improvement team to communicate and drive CI into all areas of Tax and Finance.
  • • Strategy formulation for BP Tax’s Continuous Improvement (CI) initiative; facilitation of, and materials provision for senior cross-functional strategic workshops; design and driving of the development of strategic deliverables across four process work streams reporting back to the senior cross-functional team.
  • • Design of Tactical CI strategy (involving processes & systems, documentation, measurement & reporting, institution of a Tax Programme Office, communication, change management and general behaviour awareness) intended to improve operating efficiency within Tax. Design of project governance and PMO structure to support CMI programme.
  • • Ideas generation around opportunities for culture change (towards a CI environment), and design of presentations communicating the values and benefits of this course of action.
  • • Project Management of BP’s transition to a global outsourcing agreement (with Deloitte) to provide compliance and other Tax services in 91 countries.
  • • Provision of consultancy advice on various other project and process management issues arising around the Tax group.
2010
(Apr – Oct)

Consultant to EIKON Business Change Team

Thomson Reuters
  • EIKON was Thomson Reuters’ multi-million pound global project to upgrade its web-based offering for financial market professionals, combining market information, news, analytics and trading tools into a web-based desktop.
  • • Provision of support to various change management activities including the global training rollout.
  • • Design and management of the Business Change plan covering BETA activities, through EIKON launch and towards Transition to BAU stage.
2009
(May – Nov)

(Consultant) Project Manager – Business Sales & Marketing Taskforce

T-Mobile UK
  • Having under-performed for several years, T-Mobile UK was given an ultimatum by Deutsche Telekom to improve dramatically or face the prospect of being sold off. A turnaround taskforce was therefore put in place to identify business improvements, several of which were in already progress when the decision was taken to merge with Orange.
  • • Hired to project manage various strategic and tactical business improvements identified for TM-UK’s Business Sales and Marketing groups in support of turnaround taskforce.
  • • Close focus on business data management (the most complex of the project’s work streams), particularly in the areas of data quality and supplier management: I drove substantial improvements in both these areas.
  • • Delivery of end-to-end process and SLA documentation designed to increase ownership and understanding of all parties’ roles.
2008 – 2009
(Nov – Feb)

(Consultant) Data Quality Project Manager

Nokia
  • Moving from their traditional business of mobile phone manufacture towards managed services forced Nokia to use and manage data more extensively than ever before. The Consumer Data & Interaction Programme was founded to design solutions for, and to manage this change.
  • • Implementation of process control, and project planning and management in an area which had previously had none.
  • • Design and communication of a data quality approach for the CDI programme.
  • • Deployment management of Data Quality tasks and responsibility for interfacing with other programme areas.
2007 – 2008
(Aug – Aug)

(Consultant) Programme Manager

Vodafone
  • • Programme Management and launch of Vodafone's commercial response to the iPhone in time for the Christmas 2007 market: a £3.2 million programme to deploy three new handsets containing 14 branded products across five European countries.
  • • Investigation for and design of Programme and Change Management proposals for the implementation of a new Strategic Partnership Integration process (a core arm of Vodafone's €3 billion B2B strategy). My proposals facilitated a significant amount of these strategic revenues and incorporated the reduction of processing times by up to 9 months, thereby creating substantial operational savings.
  • • Performance of interim role as Marketing Product Manager.
2006 – 2007
(Jan – Jun)

(Consultant) Project Manager - Statutory Accounts Process Improvement Project

BP
  • Project initiated to ensure BP filed higher quality accounts and corporation tax returns in a more timely fashion.
  • • Analysis of existing processes; improvements design; provision of assistance in setting target delivery dates against milestones.
  • • Weekly project meeting leadership to track progress against delivery dates; cross-functional discussion facilitation; coaching of project team members in project disciplines where lacking; provision of assistance in planning more demanding project targets for the next financial year.
  • • All 250 companies monitored in the 1st year's cycle filed accounts and/or tax returns at least 33% sooner; additionally all outstanding accounts/tax work was brought up to date.
  • • Design and implementation management of upgrades to an existing web-based Statutory Accounts system enabling an unprecedented level of process monitoring and progress reporting for BP’s Tax and Finance functions.
2005
(Jun – Nov)

(Consultant) Programme Manager - Content Management Outsourcing Programme

Vodafone
  • Working to the Head of Content Services for Vodafone Global, sole charge of implementing his Content Management outsourcing strategy.
  • • Management of the transition from aggregated to direct supplier relationships (devising supporting SLA and contract addenda), and from a business unit of 12 people to an in-line operating unit of 5.
  • • Optimisation of the distribution chain and design of a standardised solution for content providers (Music, TV/Video, Ringtones, Ringback tones and Images) in order to facilitate revenue growth of 176% to £273million over the next financial year. The bulk of Vodafone’s annual 3G data revenue expectations at the time were driven from this area.
  • • Research into requirements and design of a specification for a new Content Management system to include a reporting solution allowing Vodafone to monitor content quality, process effectiveness and efficiency, and to manage 3rd party suppliers’ performance.
  • • Project team leadership and management, and training/mentoring of less experienced staff.
2004 – 2005
(Nov – Jun)

(Consultant) Project Manager - Global Data Cleanup programme

Microsoft
  • Membership of a European project team delivering a revenue and CRM data association task, worth over £5million globally.
  • • Project Management of the UK data cleanup task, and significant process re-engineering. Process stabilisation so that the UK regularly achieved 100% against its weekly data targets.
  • • Virtual team leadership and Project Management of data cleanup in Spain, Italy and Portugal, and provision of process training and best practice documentation models. Successful Change Management here entailed subsequent efforts to optimise these processes for local needs.
2004
(Mar – Jun)

(Consultant) Project Manager/Senior Business Analyst - £5Million Business Transformation Programme

Quadriga UK Ltd
  • Working to the COO, responsibility for delivery of sales process and forecasting re-engineering project within larger transformation programme.
  • • Re-designed of sales process, reducing the existing one by more than 50 days.
  • • Design of forecasting methodology and sales forecasting tool, enabling the management team to understand both the likelihood of each sale and its anticipated revenue dates for the first time.
  • • Production of all sales re-training material (sales handbook, forecasting tool user guide, etc).
  • • Responsibility for integration with other projects to deliver a solution streamlined across all business functions.
2003 – 2004
(Aug – Mar)

(Consultant) Project/Change Manager - HUB 2.0 Release and Implementation Programme

Quadriga UK Ltd
  • Working to CTO, responsibility for delivery of Product, Marketing and Finance work streams within the programme.
  • • Leadership of project team and training/mentoring of staff in Change, Project and Programme Management.
  • • Incorporation of stakeholder requirements into hardware delivery release schedule and significant improvements to business knowledge management, better enabling the business to deliver on their CRM strategy.
2002 – 2003
(Oct – Jan)

(Consultant) Senior Business Analyst - Non-Infrastructure Invoice Payment System

London Underground
  • Documentation of user requirements for new invoicing system.
  • • Leadership and management of core user team of 8 to research user requirements; training and mentoring of several staff in project team-working and requirements gathering.
  • • Documentation of user requirements for NIIPS system, including analysis of interim system and data to ensure success in the system’s implementation.
2001 – 2002
(Oct – Dec)

(Consultant) Project Manager - Risk Management Information System Project

London Underground
  • Project implementation of a business critical, web-based Risk Management system (Active Risk Manager v.2.04).
  • • Complex system implementation achieved within £300K budget and agreed timescales using Prince2 methodology.
  • • Lead and managed a core key user team of 13 and broader user/stakeholder/supplier team of more than 40, provision of mentoring on project management and team-working where necessary.
  • • Management of system testing, two upgrades and rollout to approximately 60 users.
2001
(May – Jul)

(Consultant) Senior Business/Systems Analyst - Human Resource System Outsourcing Project

London Underground
  • Provision of documentation enabling outsourcing to ICL of London Underground’s Human Resource function and system.
  • • Design of task approach and composition of standardised system administration methodology documents, simultaneously resolving LUL and ICL concerns with regard to the future of the HR system.
  • • Research and creation of over 80 separate processes and process documents within 3 months.
2001
(Apr – May)

(Consultant) Senior Business Analyst - Speech Recognition Project

London Underground Ltd
  • Creation of retrospective feasibility documentation to justify LUL’s choice of system (which was already being piloted).
  • • Collection of retrospective market research: production of detailed software and training questionnaire; measurement and collation of user reactions and crucial statistical data.
  • • Composition of feasibility documentation using market research; incorporation of dove-tailed existing business case.
2000 – 2001
(Jul – Feb)

(Consultant) Senior Business/Systems Analyst - International Sales Commission Project

Worldcom
  • Membership of project team tasked with selecting and implementing a global web-based sales commission system.
  • • Liaison with all stakeholders to agree, document and deliver business requirements.
  • • Tender analysis, vendor selection and pilot management of selected system (Oracle Sales Compensation v.11i.); user acceptance test management and results analysis; creation of all process, analysis and reporting documentation, and configuration management system.
2000
(Mar – Jun)

(Consultant) Enterprise Architect - IT Programmes Department

Level 3 Communications
  • Interim management in under-resourced business group.
  • • Project Management of and liaison with Product Development, IT and Business Leads to ensure accuracy and efficiency of communication and efficient Release delivery for IP products.
  • • Problem/impact analysis and issue prioritisation according to strategic, global and local business objectives and capability, as well as status reporting, jeopardy escalation and problem resolution.
1999 – 2000
(Nov – Feb)

(Consultant) Senior Business Analyst - Softswitch Implementation Project

Lucent Technologies
  • Membership of Lucent’s project team competing for Level 3’s tender to sell and implement a Software Defined Switch to Level 3 as part of their strategy to rollout the first global Voice over IP network.
  • • Liaison between Level 3 cross-functional staff and Lucent engineers
  • • Definition and negotiation of business requirements to ensure that Lucent’s solution exceeded Level 3’s strategic and functional needs
1999
(Aug – Nov)

(Consultant) Senior Business Analyst - Finance Group Startup

Virgin Mobile
  • Membership of the team designing the business processes during the pre-launch and start-up phase of Virgin Mobile.
  • • Design and development of various Finance-related processes, and collaboration with other business groups to ensure fully interlinked business processes and systems.
  • • Liaison with HR and an outsourcing supplier to develop and implement a payroll process and all relevant process/system interfaces.
1999
(Jun – Aug)

(Consultant) Project Manager / Senior Business Analyst - Customer Services Group

Level 3
  • Recruited to develop a Customer Programme Management (CPM) methodology to underpin Level 3’s strategic relationships with their key corporate customers and in support of the new Level 3 Global Project Management group.
  • • Design of CPM implementation strategy, and management of rollout with mentoring and training where appropriate.
  • • Design and initial implementation and change management of CPM process and methodology.
1998 – 1999
(May – May)

(Employed) Strategic Business Analyst - Customer Value Marketing Group

SITA
  • Recruited to implement and change manage a Customer Relationship Management Plan aimed at 100% retention of customer base.
  • • Formulation of detailed proposal for the re-design of the Sales Account Development process. Identified major company database deficiencies; implementation of interim solution designed to collate soft customer information.
  • • Research, design and proposals for strategic initiatives supporting SITA's ambitious Commercial Plan for 1999-2001
  • • Contribution to many other projects, including SLA development, design and implementation of company order process, and design of several databases housed on SITA's Lotus Notes platform.
1997 – 1998
(Aug – May)

(Employed) Project Manager / Senior Business/Systems Analyst - IT/Billing Group

AT&T
  • Recruited into the IT/Billing group for my helicopter knowledge of the businesses processes, I subsequently managed the IT/Billing department's communication with other business functions, and ensured suitable interfaces were maintained.
  • • Project management of documentation delivery for IT/Billing's ISO 9001 compliance, provision of departmental audit training and implementation and maintenance of Change, Performance and Fault Management procedures.
  • • Investigation of training deficiencies within the IT/Billing group: all my proposed improvements were implemented.
  • • Recruited by VP Operations (Europe) to sit as the only non-Director on the Investors in People steering group.
1995 – 1998

(Employed) Process /Project Manager - Sales Group

AT&T
  • Recruited to join start-up team at AT&T UK where I designed the business critical Sales Order and Approval process, and worked closely with system developers to ensure that the accompanying system met the business requirements.
  • • Responsibility as Process SPOC for all product/service releases and cross-functional process integration. Leadership of cross-functional teams and responsibility for advising stakeholders on interfacing processes, best practice, internal SLAs, Quality Measures and process improvement opportunities.
  • • Project/Change Management of all system upgrades, and responsibility for rollout to/training of all business users including remote offices (over 2500 users). System supplier management and documentation of user guides etc.
  • • Composition of all documentation for Sales Group's compliance with ISO 9001, and discrepancy management where issues were highlighted by internal audits.
  • • Research into the strategic re-engineering of the sales order process. My proposal for a revised database structure to include the capacity for management reporting was accepted and implemented.
  • • Receipt of an Excellence Award from the AT&T Customer Services organisation for my success in this role.

Additional Info