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PROFILE

Jane is an experienced, pragmatic programme and change manager with an impressive track record of driving out process issues and recommending and delivering change. She has excellent communication skills and builds credibility and relationships across an organisation to facilitate understanding, buy-in and ownership at all levels. She has the ability to grasp complex and unfamiliar issues quickly to find solutions to business and organisational challenges.

With over 20 years experience in the financial services industry, latterly, her experience has been within the Carbon Trust, a government funded organisation which has enabled her to demonstrate her flexibility and transferable skills across very different business environments.

Jane has significant experience of working in general insurance, London Market and multi-national environments. She led a global process practice and was a member of the technology and e-business practices for a global insurer as well as being the Business Change Manager for a major international programme delivering process and technology change across 135 countries.

As well as working with a range of clients in consultative and programme management positions Jane has developed, set up and run PMOs including establishing governance requirements and templates for insurance, banking and public sector clients adjusting industry standards to meet client requirements.

Jane has worked as an underwriter and held line management and strategic roles in various business classes and at corporate “group” level so understands both the day to day and strategic issues impacting the business.

She has developed training material for insurers with regard to Solvency II for an international operational risk consultancy.

She is a strong team leader, often taking the role of “trusted advisor” and believes in encouraging collaboration across areas to achieve business-led results.

KEY SKILLS

• Programme and Project Management
• Business Change Management
• Business Process analysis and design, Target Operating Model design
• Effective liaison between technology and business teams
• Establishing Project Management Offices
• Stakeholder Management and Communication
• Managing people and operations, leading and developing project teams, empowering and mentoring individuals
• Significant experience of working in a multi-national environment

SUMMARY OF EMPLOYMENT, MAIN TASKS AND ACHIEVEMENTS:

The Carbon Trust June 2008 – April 2010

Programme Manager

Reporting to the Director, Solutions Department, successfully managed a programme of work to enable the disbursement of circa £60m of business loans to SMEs in the financial year (treble the previous year) and established “business as usual” operations to enable further disbursement of funds. This has included operational, marketing and technology work streams and the management of senior stakeholders, including DECC representatives, ensuring that all risks, issues and progress were tracked effectively, managed and communicated.

Other work has included;

tablishment of a Project Management Office and introduction of a project management framework to the customer facing areas of the Carbon Trust

•  Delivery of a complex programme that developed and delivered a number of new services and attendant operational changes. This included implementation of new ways of working to support collaborative working with membership organisations (e.g. trade associations) and large corporate organisations to promote and facilitate energy efficiency and capturing of lessons learnt

•  Development of procurement documentation (pre-qualifying questionnaire and invitation to tender) in line with OJEU requirements as a pre-cursor to establishing new delivery partners to provide customer service related activity; including consideration of alternative business models

•  Facilitated development of KPIs, linked to core competencies and business objectives

•  Acted as a “trusted advisor” to the Director, Solutions Department and members of the management team

HSBC – Learning & Development November 2007 to February 2008

Project Manager

Reporting to the Manager, Strategic Development, Learning & Development, worked within a team to deliver:

• A Target Operating Model for UK Learning & Development function
• High level business processes aligned to the Target Operating Model for use as a blueprint for change
• Project documentation for projects identified to form the overall parts of the change programme (Terms of Reference, Project Definition Documentation, Risk Logs, Action Logs and project plans as required)
• Supported a number of ongoing projects, providing structure, risk analysis, assistance with prioritisation and mentoring of inexperience project manager

Allianz Global Commercial & Speciality Insurance May to September 2007

Project Manager – Project Management Methodology

Reporting to the Global Project Manager (based in Munich ), developed and implemented a project methodology framework and associated documentation. Specific deliverables included:

• Production of templates and user guidelines to support establishment of a global approach to project management
• Development and production of a User Manual and associated training aids (visuals)
• Development of a training strategy, production of training material and management of training scheduling and roll out across UK, Germany and United States
• Contributed to the establishment of a global Project Management Office through the definition of roles and documentation of key PMO processes

Xchanging Nov 2006 – January 2007

Programme Manager London

• Provided assistance creation of project plans, approach and establishment of measures with regard to an outsourcing arrangement for a multi-national insurance broker
• Undertook analysis of proposed performance measures, working with business managers to understand the operational impact

Programme Manager Feb 2006 – September 2006

Marsh McClennan Insurance Broker London

•  Reporting to the Managing Director, Risk Trading Practice, Jane undertook overall responsibility for the management of a number of legacy issues that were impacting implementation of a new business model.

•  Developed, maintained and tracked against project plans (a total of 30 work streams)

•  Working with the local offices produced plans to achieve Contract Certainty and regular monitoring of results and issues were put in place, this project reported to the UK Chief Operating Officer

•  Working with a new sales force, a sales and business retention strategy plan was developed and presentation material developed for presentation to the UK Executive

Managing Consultant August 2005 – December 2005

Xchanging Claims Services London

•  Reporting to the Programme Director, provided consultancy support to a significant Market change programme, resulting in the provision of claims services by Xchanging to Lloyds of London

•  This included work in respect of Stakeholder Management, Sustainability (business change) and definition of revised working practices working with all levels of staff across the business

Senior Consultant (Associate) Dec 2004 - ongoing

Risk Business International London

•  Provision of consultancy expertise to a range of insurance clients in respect of operational risk identification and management

•  Undertake sales & marketing activity across the financial services sector in respect of operational risk consultancy

•  Tailored operational risk training to reflect requirements of the insurance industry, including Solvency II and Basel requirements

Managing Consultant / Programme Manager July 2004 – Nov 2004

QBE Insurance London

•  Reporting to the Specialty Lines Manager, contributed to the development of Underwriting processes to support implementation of new policy and claims administration system (IRIS)

•  Provided support to the outgoing Project Manager of an ongoing Claims Review during Phase I of the project to; bring the phase to completion, assisting with planning and tracking of progress, consolidation of findings and recommendations

•  Project Managing Phase II of the Claims Review which delivered a vision for the ongoing claims operation – including defining the approach, recommending & agreeing scope, identifying resources, development of plans, consolidating findings & recommendations from Phase I

•  Facilitating, Managing & Consolidating three week “Hothouse” consisting of Senior Claims Management to create recommendations for presentation to the Project Board which included changes to working practices and roles

Managing Consultant Jan 2004 – April 2004

Lawrence Dawson & Company (Independent Financial Advisors) London

•  Working with the Directors to provide strategic consultancy and project planning support to facilitate a potential management buy out and to consider alternatives

•  Provision of a framework to facilitate objective reviews of current and projected business plans

•  Providing input to the development of a range of alternative business models, challenging existing working practices and ensuring that the new customer proposition was clearly articulated

Programme Director May 2003 – Dec 2003

QBE Insurance London

•  Reporting to the Chief Operating Officer, directed a review of business processes across two major Divisions of the European operation

•  Facilitated detailed reviews of operational practices, managing a team of permanent staff to deliver project objectives within budget and on time

•  Delivered a comprehensive report outlining current business practices, process issues and recommendations for change relating to business processes and technology

•  All recommendations accepted and subsequent project initiated to address process and technology issues

Business Change Manager (permanent role) April 2001 – January 2003

Global & Risk Managed Worldwide, Royal & SunAlliance

•  Responsible for all stakeholder management at Regional Director level and below, ensuring business participation throughout the lifecycle of the project to implement an internet platform to enable management of Global & Risk Managed business – sharing of policy, claims, accounting and relationship management data between all managing and servicing offices

•  Managed the implementation of significant change across 135 countries, including internal & external communication, implementation of revised working practices, development of training material, “train the trainer” workshops and improved global collaboration

•  Initiated and managed the development of a series of collaboration workshops involving over 300 staff from around the world in to ensure staff involvement and support.

•  Controlled the Business Change programme budget of £6m within an overall project budget of £20m.

•  Achieved implementation of standard processes worldwide, setting the parameters for performance and incorporating local cultural and legal requirements.

•  Managed the handover of project-based support to a new Customer Support team based in the USA , Netherlands , Australia and UK , including establishing service level requirements and support processes.

Business Services Manager (permanent role) April 2000 – April 2001

Professional & Financial Risks, UK Commercial

Royal & SunAlliance

•  Radically transformed a department, with a history of management, audit and service issues, into a cohesive, effective unit.

•  Managed and developed 50 staff servicing and processing a £100m account across two sites.

•  Combined six geographical teams into one unit, aligned objectives with strategic goals, appointed new team leaders, implementing revised processes and systems and ensured training and development plans followed.

Managing/Business Process Consultant (permanent role) June 1994 – April 2000

Strategic Business Systems, Royal & SunAlliance

International Business Technology, Royal & SunAlliance International

•  Created a standard insurance business process model which was the point of reference for change programmes world-wide and formed part of a global IT strategy.

•  Led a worldwide Process Practice, consisting of change and process specialists, to promote the use of common frameworks, practices and transfer of knowledge, sponsored by the Group Chief Executive and reporting to the Group IT Director

•  Managed and developed a team whose role was to drive improved efficiencies throughout the organisation, providing consultancy support to many parts of the global business

•  Developed & implemented methodologies to support new start ups, business process re-engineering, business transformation and systems replacements, championing process improvement and business changes worldwide

•  Undertook Object Oriented Architecture Modelling, formulating plans, monitoring progress and providing technical input to strategic systems design managing the relationship with external suppliers.

Senior Operations Analyst , Sun Alliance UK April 1992 - May 1994
Operations Analyst , Sun Alliance UK September 1990 - March 1992

Senior Motor Underwriter , Sun Alliance UK August 1989 – September 1990

Motor Underwriter, Sun Alliance August 1986 - August 1989

Professional Qualifications

Fellow of the Institute of Management Services (FMS)

European Industrial Engineer (EuroIE) and British Quality Foundation Assessor