London Area, United Kingdom
Regulatory-focused Senior Project Manager, specialising in the end-to-end delivery of enterprise-scale data transformations, migrations, and complex system integrations within global financial services. Expert at using data analytics to unlock engineering capacity, manage critical paths, and govern multi-million-pound project budgets. Proven strategic lead, adept at unblocking execution dependencies between corporate leadership and engineering teams to stabilise delivery.
Led the post-merger strategic alignment and portfolio integration across the combined payments division; synchronising 150 cross-functional engineering teams to consolidate legacy infrastructures, scale network capacity, and unify enterprise roadmaps. Strategic Goal Alignment: Leveraged advanced data modelling and portfolio analytics to bridge conflicting corporate objectives; translated complex corporate datasets into a single, high-visibility master roadmap that boosted overall PI delivery predictability from 60% to >80%. Stakeholder Management & Strategic Planning: Partnered with leadership and newly integrated business unit heads, utilising data-backed capacity forecasting and objective alignment metrics to drive consensus, secure buy-in for roadmap changes, and eliminate 50% of roadmap over-capacity. Compliance, Risk & Governance: Engineered automated reporting and data-driven risk-scoring dashboards to manage the critical path for enterprise application integrations; successfully expanding network capacity while enforcing strict PCI-DSS compliance and aligning 100% of combined portfolio spend to corporate goals.
Brought in to engineer, deploy, and scale a comprehensive, data-driven SDLC governance framework and multi-tiered delivery metrics suite across the global payment services division to stabilise a 1,000+ user transformation programme. Enterprise Transformation Delivery: Led the end-to-end delivery of enterprise-scale technology transformation projects across 150 engineering teams, deploying data-driven execution frameworks to eliminate systemic delivery bottlenecks. Financial Remediation & Capital Controls: Managed strict financial governance across core investments; analysed deep portfolio spending patterns to isolate CapEx/OpEx allocation and resolved a hidden $4M delivery gap. SDLC Data Quality & Governance: Formulated and institutionalised a robust enterprise-wide SDLC governance framework, remediating underlying Jira data quality issues to restore 100% execution reporting reliability across all engineering tracks. Cyber Security & Compliance Delivery: Directed a comprehensive risk assessment framework across 130 applications to manage CVE vulnerabilities and EOL compliance, engaging technical, legal, and regulatory stakeholders to guarantee 100% pre-merger compliance alignment.
Transitioned to the core ‘Discover Network Settlement’ domain to steer cross-functional technical delivery across two critical product families: ‘Fees and Pricing’ (8-10 teams). Scaled agile execution across multiple software engineering teams to manage high-throughput liquidity networks and enforce rigorous DevOps governance over multi-million-pound daily asset transfers. • Legacy Core-Settlement Migration: Orchestrated the end-to-end cloud transformation of a mission-critical settlement clearing system; successfully migrating legacy IBM infrastructure to event-driven AWS Lambda microservices, Scala, and Java applications, with zero disruption to daily payment streams. • Stakeholder Engagement & Reporting: Managed expectations and maintained executive confidence across Treasury, Legal, and Finance steering committees, translating complex data-engineering metrics into transparent milestone roadmaps and financial risk reports. • Scaled Agile Synchronisation: Spearheaded cross-team Scaled Agile frameworks -including Scrum of Scrums and unified dependency mapping—to align 4 engineering tracks, eliminate delivery silos, and optimise feature velocity across the Fees and Pricing product lines. • Governance, Risk Management & Financial Controls: Oversaw robust risk mitigation and validation tracks with Treasury to govern ACH and Fedwire clearing; enforcing strict testing and quality controls to guarantee 100% data reconciliation accuracy across £100s of millions of daily asset transfers. • DevOps CI/CD Governance: Supported the engineering of automated Jenkins deployment pipelines to accelerate delivery cycles for the Fees and Pricing engine upgrades, ensuring code modifications seamlessly synchronised with downstream settlement architectures.
Appointed within a complex SAFe Agile framework to spearhead the tactical recovery and delivery remediation of a high-stakes ‘Discover Network Disputes’ system integration within the Enterprise Payment Platform (EPP). Stepped into a stalled, mid-lifecycle initiative to resolve critical DevOps bottlenecks, testing deficits, and severe defect backlogs across Big Data (Hadoop, Spark, Kafka) and API (Java, Spring Boot) engineering teams - successfully rebuilding trust across frustrated executive stakeholder groups. • SAFe Agile Project Remediation: Recovered a failing, high-priority payment project by establishing clear delivery velocity metrics, re-aligning cross-functional engineering teams within the Agile Release Train (ART), and systematically resolving and closing 1,000 + defects to stabilize production readiness. • DevOps Code Consolidation: Overhauled broken GITHub/Flow branching strategies and Jenkins CI/CD release processes to successfully manage, validate, and merge over 400 complex feature branches of code; eliminating technical debt and deployment bottlenecks. • Automated Defect Resolution: Refactored automated Gherkin testing scripts and Behavior-Driven Development (BDD) frameworks to catch regression defects early - dramatically improving code quality across high-throughput transaction routing services. • EPP Platform Application Deployment: Managed the complex technical delivery and logic mapping required to successfully launch over 40 distinct applications into live production on time, meeting all core project milestones and strategic financial service goals. • Stakeholder Relationship Turnaround: Restored fractured ‘business-to-engineering’ relationships by instituting transparent milestone reporting and daily triage cadences to neutralise stakeholder frustration and align executive expectation.
Held a dual-capacity leadership role within the Data Analytics Department, serving as Scrum Master for 3 concurrent engineering teams while spearheading a departmental Agile transformation. Partnered with Product Owners, Chief Architects, and business leaders to integrate solution architecture into the agile lifecycle, manage project budgets, and transition teams from waterfall to Agile delivery frameworks. • Enterprise Big Data Warehouse: Led the end-to-end implementation of a highly scalable Enterprise Big Data Hadoop Warehouse and coordinated engineering tracks utilizing Cloudera frameworks and Pentaho ETL pipelines to optimize high-volume ingestion of real-time Kafka messaging streams. • Salesforce Data Architecture (ODS & MDM): Directed the delivery of a foundational Operational Data Store (ODS) and Master Data Management (MDM) architecture to power an enterprise-wide Salesforce deployment; establishing centralized repositories to deliver unified "Golden" and "Silver" customer records. • FICO AML & KYC Compliance: Spearheaded the delivery of a multi-country, cross-border Anti-Money Laundering (AML) and Know Your Customer (KYC) regulatory solution, governing Pentaho ETL architectures to process global customer data and interface with FICO compliance platforms to mitigate financial crime risk.
Scrum Master/Project Manager: Responsible for planning, developing and executing software application projects using Scrum and Agile techniques. I worked with a number of high profile clients (Nikon, Daily Mail, Exxon) from a wide range of business sectors including e-commerce, retail and B2B / trade support. Projects were commissioned by both internal department and external client sources, ranging from £10k one off activities, to £1M+, 12 month+, multi-site and multi stakeholder engagements. Agile Coach: In addition to my day to day responsibilities to my immediate Scrum Teams and Product Owners I led a group wide Agile Mentorship. In this capacity I operated across business units supporting local Scrum Masters and directing company policy and framework on Scrum implementation and best practice. Responsibilities: • Scrum Master for numerous Scrum teams • Manage key stake holders and resources • Scaling Agile and Scrum across the enterprise • Provide project reporting and analytics • Manage project budgets and costs • Devops Highlights | Projects SalesForce Integration | Daily Mail I led a project team to create and deliver an integrated customer service solution between a SalesForce application and WMS system located in a fulfilment centre. The strategy was to develop an API (XML / WSDL) interface to bridge the two systems together. This project and my responsibilities covered multiple sites and multiple agencies as well as large number of stakeholders. BACS Payment Processing | Nikon Implementation of BACS financial payment service to support retail promotions activity. Creation of payment solution for processing and managing £1M per PA of customer payments and integration with CMS platform.
Project Manager: Responsible for managing projects within an integration programme between two business units seeking to unify their IT systems. This role spanned multiple projects; from implementing corporate standards to upgrading hardware and software onto common platforms. IT Systems Manager: Directly responsible for all IT infrastructure assets with oversight of key systems and services: the company call center, warehouse and web hosting services. Responsibilities: • Assume key PM role for business unit integration • Manage data networks • Implement corporate governance and systems • Manage SharePoint, Office 365 and BI • Manage inter-company resources • Manage Microsoft Exchange Highlights | Projects Business Intelligence | SAP Business Object Deployment of corporate “Cost to Serve” model to monitor, capture and analyse business activities. This project produced a mobile application for use by warehouse staff to capture time and motion results. In addition a suite of Business Intelligence (Business Object) reports were created for operational and executive levels. Customer Care Migration | Asterisk I managed the migration of three call centres from legacy equipment to new VOIP technology. This project involved upgrading to new Asterisk servers with SIP technology. The project encompassed tendering and procurement through to delivery and testing. The result was a 50% saving on running and maintenance cost plus increased productivity via business management reporting. Desktop Cloud Migration | Office 365 The scope, plan and implementation of a multi-site migration to Office 365. This project involved Active Directory integrations and MS Exchange upgrades.