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Experienced programme and change manager
Neil Lecky-Thompson
,
Reading, United Kingdom
Experience
Other titles
Skills
I'm offering
In both his professional and private life Neil excels in bringing a calm approach to delivering successful outcomes. His key skills lie in understanding differing needs and environments, designing solutions / events / plans to fulfil these, and communicating at all levels in an effective and uncomplicated manner.
At work Neil has spent over 23 years’ exploiting these skills as a pragmatic, astute and hands-on Transformation, Change and Programme Manager. He has extensive experience in implementing project delivery frameworks and controls, portfolio management, full lifecycle delivery, and ensuring that the critical relationships between technology and business departments are established and maintained.
Neil has worked across range of major organisations where is he recognised for adopting original and tailored approaches and ‘getting thing done’.
At work Neil has spent over 23 years’ exploiting these skills as a pragmatic, astute and hands-on Transformation, Change and Programme Manager. He has extensive experience in implementing project delivery frameworks and controls, portfolio management, full lifecycle delivery, and ensuring that the critical relationships between technology and business departments are established and maintained.
Neil has worked across range of major organisations where is he recognised for adopting original and tailored approaches and ‘getting thing done’.
Markets
United Kingdom
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2019 - ?
freelance
Senior Programme Manager
MBNL.
- Mobile network refresh
• Senior Programme Management role to represent senior stakeholder interests for one organisation within a multi-party supplier alliance; delivering a comprehensive network refresh for one of the UKs leading mobile network providers in preparation for 5G services. Positioned to remove reliance on the organisation's senior stakeholders for programme delivery, governance and alignment with the sponsoring client and prime delivery suppliers within the alliance. Drove through improved collaboration to reduce regular escalations and agree solutions. Provided leadership to the programme team through: mobilisation; critical milestone definition; alignment of scope, timelines and responsibilities across the programme alliance; development of programme and workstream plans; and formal governance and budgetary approvals.
• Senior Programme Management role to represent senior stakeholder interests for one organisation within a multi-party supplier alliance; delivering a comprehensive network refresh for one of the UKs leading mobile network providers in preparation for 5G services. Positioned to remove reliance on the organisation's senior stakeholders for programme delivery, governance and alignment with the sponsoring client and prime delivery suppliers within the alliance. Drove through improved collaboration to reduce regular escalations and agree solutions. Provided leadership to the programme team through: mobilisation; critical milestone definition; alignment of scope, timelines and responsibilities across the programme alliance; development of programme and workstream plans; and formal governance and budgetary approvals.
Management, Leadership, Network, Development, Organization, Manager
2018 - 2018
freelance
Programme Manager
Global PLC.
- Digital regulatory compliance readiness and operationalisation
• Programme Management to prepare the group's Global business units for GDPR compliance. Reviewed the legal partner's recommendations to identify a pragmatic risk balanced suite of changes for implementation, with a critical focus on embedding new operational practices with minimal impact to business as usual. Defined and established the new executive sponsored compliance governance framework, with a distributed operational model, to monitor ongoing adherence to good data management principles across the group. Key changes to policies, procedures, the change lifecycle, operational responsibilities and reporting timeframes were embedded; and group wide opportunities to further enhance the group's data management capabilities were identified for consideration under the new governance framework.
• Programme Management to prepare the group's Global business units for GDPR compliance. Reviewed the legal partner's recommendations to identify a pragmatic risk balanced suite of changes for implementation, with a critical focus on embedding new operational practices with minimal impact to business as usual. Defined and established the new executive sponsored compliance governance framework, with a distributed operational model, to monitor ongoing adherence to good data management principles across the group. Key changes to policies, procedures, the change lifecycle, operational responsibilities and reporting timeframes were embedded; and group wide opportunities to further enhance the group's data management capabilities were identified for consideration under the new governance framework.
GDpr, Data management, GDPR Compliance, Management, Embedded, Compliance, Implementation, Regulatory, Framework, Manager
2016 - 2018
freelance
Programme Manager - Digital Transformation
Carnival UK.
Strategic web platform deployment
Global Programme Management of the deployment of the group's global strategic Web platform programme (£20m+). Core focus on delivering specific digital channel shift, conversion and yield uplift targets for the P&O Cruises, Cunard, Costa, Holland America Lines and Seaborn brands whilst driving unification and reuse of capabilities across the business. Engaged senior stakeholders across all brands to transition the perception of the programme from being technology driven to business driven; developed the business case; established a pragmatic programme structure with brand focused projects supporting each brand's individual needs; retained global suppliers to support delivery and agree appropriate licensing arrangements; aligned with the group's global technology strategy; and identified required operating model changes to run and exploit the new platform within each brand and globally. Lead out brands launched in Q1 2018 with other brands on-boarding throughout 2018 under the new global operating model.
Global Programme Management of the deployment of the group's global strategic Web platform programme (£20m+). Core focus on delivering specific digital channel shift, conversion and yield uplift targets for the P&O Cruises, Cunard, Costa, Holland America Lines and Seaborn brands whilst driving unification and reuse of capabilities across the business. Engaged senior stakeholders across all brands to transition the perception of the programme from being technology driven to business driven; developed the business case; established a pragmatic programme structure with brand focused projects supporting each brand's individual needs; retained global suppliers to support delivery and agree appropriate licensing arrangements; aligned with the group's global technology strategy; and identified required operating model changes to run and exploit the new platform within each brand and globally. Lead out brands launched in Q1 2018 with other brands on-boarding throughout 2018 under the new global operating model.
Digital transformation, Management, Deployment, Business Case, Technology, Support, Transformation, Web, Manager
2015 - 2016
freelance
Programme Manager
GlaxoSmithKline.
M&A support; Global Finance Service Agreement exit following merger
• Global Programme Management to exit the Finance service agreements (£20m+) between GSK and Novartis following the merger of their Consumer Health businesses. Core focus on maintaining business continuity during this highly disruptive change. Established a streamlined governance approach; rationalised and automated reporting structures; and provided clear visibility of and focus on critical issues across all markets.
• Global Programme Management to exit the Finance service agreements (£20m+) between GSK and Novartis following the merger of their Consumer Health businesses. Core focus on maintaining business continuity during this highly disruptive change. Established a streamlined governance approach; rationalised and automated reporting structures; and provided clear visibility of and focus on critical issues across all markets.
Management, M&A, Finance, Service, Support, Health, Manager
2014 - 2015
freelance
Programme Manager - Global Product Expansion and Enhancement
Vodafone.
Programme Managed multiple New Product Development (NPD) streams (£35m+) on behalf of Vodafone's Group Enterprise (GE) and Group Technology (GT) organisations. Worked with GE and GT to define and implement new processes for annual road map planning, NPD funding approval and delivery. Mobilised multiple project streams; coordinated resourcing and external supplier on-boarding; planned and tracked delivery; established governance structure to control scope; spend, progress and issue and risk resolution; and ensured practical application of Vodafone's and good practice delivery methodologies.
Product development, Technology, Development, Npd, Planning, Enterprise, Manager, Processes
2013 - 2014
freelance
Programme Manager - Front Office Digital Transformation
TUI Travel.
Programme Managed the £15m+ development and UK rollout of a digital multi-channel sales platform across consumer and retail sales agents for the global travel organisation TUI. Involved the management of a complex array of internal and external programme stakeholders, customers and suppliers (onshore and offshore) to define requirements, sequence delivery, align methodologies between suppliers (hybrid waterfall/agile), and prove sales capabilities were protected prior soft low volume launch ramping to full capacity.
Digital transformation, Agile, Retail, Management, Sales, Offshore, Transformation, Development, Office, Organization, Hybrid, Manager
2011 - 2012
job
Interim Head of Business Change Delivery and Assurance
Post Office Ltd.
Interim senior leadership position to provide leadership to the change function within Post Office whilst planning and initiating the transformation of the IT and Change function in response to separation from Royal Mail Group, significant Government investment and supplier consolidation.
• Working to the CIO, led change team in delivering the portfolio of change to time, cost and quality amidst the ever increasing volume of demand from the business in response to significant Government investment. Sympathetic stakeholder communication was central to managing the impact of change to legacy operating practices and systems.
• Planned and initiated the £15m transformation programme for the IT and Change function to embark on a 5 year £500m+ re-procurement of Post Office outsourced IT services. This also involved restructuring the IT and Change function to engage effectively with the new supplier landscape, managing supplier relationships and coaching the legacy team in new ways of working to successfully deliver the volume of change being undertaken over the next few years.
• Led the Post Office independence and separation programme to ensure that an appropriately resourced and funded plan was developed and communicated to key stakeholders across Post Office and Royal Mail Group; minimising and managing risk to affect a low impact separation of c200 legacy shared business and IT services from Royal Mail Group over a 2 year period.
• Established a strategic programme management office reporting to the CEO and Strategy Director to ensure that appropriate planning oversight, challenge and cross directorate risk management was given to the change agenda being taken. The function also introduced cross business communications to smooth implementation and impact of change on the organisation.
• Working to the CIO, led change team in delivering the portfolio of change to time, cost and quality amidst the ever increasing volume of demand from the business in response to significant Government investment. Sympathetic stakeholder communication was central to managing the impact of change to legacy operating practices and systems.
• Planned and initiated the £15m transformation programme for the IT and Change function to embark on a 5 year £500m+ re-procurement of Post Office outsourced IT services. This also involved restructuring the IT and Change function to engage effectively with the new supplier landscape, managing supplier relationships and coaching the legacy team in new ways of working to successfully deliver the volume of change being undertaken over the next few years.
• Led the Post Office independence and separation programme to ensure that an appropriately resourced and funded plan was developed and communicated to key stakeholders across Post Office and Royal Mail Group; minimising and managing risk to affect a low impact separation of c200 legacy shared business and IT services from Royal Mail Group over a 2 year period.
• Established a strategic programme management office reporting to the CEO and Strategy Director to ensure that appropriate planning oversight, challenge and cross directorate risk management was given to the change agenda being taken. The function also introduced cross business communications to smooth implementation and impact of change on the organisation.
Coaching, Management, Procurement, Risk Management, Leadership, It, Transformation, Ceo, Implementation, Office, Organization, CIO, Interim, LED
2009 - 2011
job
Principal
Moorhouse Consulting.
Management consultancy company for the leadership of programmes and projects in the public and private sectors.
Principal
Management, leadership and hands-on delivery of client consultancy engagements and internal initiatives. Clients included BT and G4S.
• Acting CTO and projects and programme advisory to the Electronic Monitoring division of G4S’s UK and Ireland operations. Charged with turning around two 18 month delayed business critical innovation projects; establishing strong leadership, control and risk management for the delivery of all business and technology projects; and restructuring, coaching and uplifting the technical project delivery capability and operational support to the business.
• Planned and managed the setup, initiation and early delivery of a cross-business unit transformation programme covering all aspects of BT’s TV and Content delivery in pursuit of best in class customer experience. Working regularly to BT’s 6 CEO’s, defined the vision and strategy and managed the governance, controls, risk management approach and agile based operating rhythm for 30+ contributing projects across 7 workstreams, with a collective budget of over £80M.
• Responsible for overhauling the governance, planning and reporting processes for BT’s global network migration transformation programme with a target saving of over £90M over 3 years. Established control and rigour to operational implementation plans in conjunction with business owners and managed senior stakeholder expectations across multiple geographies.
Principal
Management, leadership and hands-on delivery of client consultancy engagements and internal initiatives. Clients included BT and G4S.
• Acting CTO and projects and programme advisory to the Electronic Monitoring division of G4S’s UK and Ireland operations. Charged with turning around two 18 month delayed business critical innovation projects; establishing strong leadership, control and risk management for the delivery of all business and technology projects; and restructuring, coaching and uplifting the technical project delivery capability and operational support to the business.
• Planned and managed the setup, initiation and early delivery of a cross-business unit transformation programme covering all aspects of BT’s TV and Content delivery in pursuit of best in class customer experience. Working regularly to BT’s 6 CEO’s, defined the vision and strategy and managed the governance, controls, risk management approach and agile based operating rhythm for 30+ contributing projects across 7 workstreams, with a collective budget of over £80M.
• Responsible for overhauling the governance, planning and reporting processes for BT’s global network migration transformation programme with a target saving of over £90M over 3 years. Established control and rigour to operational implementation plans in conjunction with business owners and managed senior stakeholder expectations across multiple geographies.
2004 - 2009
job
Principal Consultant
Actica Consulting.
2004 - 2009
Management and technology consultancy working with public sector clients to improve the effectiveness of their businesses.
Principal Consultant
Leadership of consultancy engagements for central and local government. Clients included the MPS, NPIA, UKHO and DCA.
• A constituent element of a Metropolitan Police Service (MPS) business architecture transformation leadership team charged with the execution of a £90M transformation programme; discrete hands-on responsibility for the business case, feasibility studies, programme requirements, MPS compliance with national standards (and management of associated risks of non-compilance), change communications in a high legacy environment and external stakeholder relationship management.
• Defined the NPIAs common national procurement framework for use by local forces to implement a new national infrastructure.
• Planned, managed and delivered the redesign of the internal supply chain for the production of consumer products at UKHO as part of a customer focused benefits driven change programme replacing existing product delivery capabilities; also managed procurement, supplier negotiations and benefits realisation.
• Facilitated the DCA's integration of local council registers, managing council, supplier and DCA relationships to ensure that the technical changes were understood by all and sympathetic to the operational environment within which they existed.
• Developed and implemented Actica's career development model covering induction, performance management, behavioural competencies, technical and consulting capabilities training, mentoring and professional association affiliations.
2004 - 2009 Actica Consulting Principal
Management and technology consultancy working with public sector clients to improve the effectiveness of their businesses.
Principal Consultant
Leadership of consultancy engagements for central and local government. Clients included the MPS, NPIA, UKHO and DCA.
• A constituent element of a Metropolitan Police Service (MPS) business architecture transformation leadership team charged with the execution of a £90M transformation programme; discrete hands-on responsibility for the business case, feasibility studies, programme requirements, MPS compliance with national standards (and management of associated risks of non-compilance), change communications in a high legacy environment and external stakeholder relationship management.
• Defined the NPIAs common national procurement framework for use by local forces to implement a new national infrastructure.
• Planned, managed and delivered the redesign of the internal supply chain for the production of consumer products at UKHO as part of a customer focused benefits driven change programme replacing existing product delivery capabilities; also managed procurement, supplier negotiations and benefits realisation.
• Facilitated the DCA's integration of local council registers, managing council, supplier and DCA relationships to ensure that the technical changes were understood by all and sympathetic to the operational environment within which they existed.
• Developed and implemented Actica's career development model covering induction, performance management, behavioural competencies, technical and consulting capabilities training, mentoring and professional association affiliations.
2004 - 2009 Actica Consulting Principal
Compliance, Framework, Production, Redesign, Public sector, Development, Transformation, Infrastructure, Technology, Business Case, Training, Architecture, Service, Leadership, Performance Management, Procurement, Management, Integration, Mentoring, Consulting
2000 - 2004
job
Manager
Deloitte Consulting.
2000 - 2004
A global management and technology consultancy working with global public and private sector clients to deliver transformational change.
Manager
Leadership and delivery of major consultancy engagements for private and public sector clients, including TfL, LUL, Cable and Wireless, RBS and WorldCom.
• Established TfL's project to manage utility works on London's roads more effectively by defining new ways of cooperative working, improving supplier relationship management and delivering supporting technology; responsible for reference site reviews, customer and operational requirements, procurement, design, development assurance and deployment.
• Planned and managed the delivery of LUL's digital sales platform for the Oyster card; conducted market research, product definition for launch and future enhancement, procurement, multiple supplier management, risk and issue management, implementation and integration with core gating systems, launch and production of the long-term operational vision.
• Defined a roadmap for new product development and rollout across Cable and Wireless's American and European customer base, returning to manage testing and acceptance for the solutions developed.
• Worked with RBS to design, develop and deploy risk management approach through new control processes and tools, in support of the migration of NatWest system capabilities to the RBS platforms.
• Conducted operational analysis across the European offices of WorldCom to identify efficiency initiatives for their billing operations, ensuring that they were aligned to the corporate strategy of regional, shared service functions and delivered enhanced levels of customer service.
2000 - 2004 Deloitte Consulting Manager
A global management and technology consultancy working with global public and private sector clients to deliver transformational change.
Manager
Leadership and delivery of major consultancy engagements for private and public sector clients, including TfL, LUL, Cable and Wireless, RBS and WorldCom.
• Established TfL's project to manage utility works on London's roads more effectively by defining new ways of cooperative working, improving supplier relationship management and delivering supporting technology; responsible for reference site reviews, customer and operational requirements, procurement, design, development assurance and deployment.
• Planned and managed the delivery of LUL's digital sales platform for the Oyster card; conducted market research, product definition for launch and future enhancement, procurement, multiple supplier management, risk and issue management, implementation and integration with core gating systems, launch and production of the long-term operational vision.
• Defined a roadmap for new product development and rollout across Cable and Wireless's American and European customer base, returning to manage testing and acceptance for the solutions developed.
• Worked with RBS to design, develop and deploy risk management approach through new control processes and tools, in support of the migration of NatWest system capabilities to the RBS platforms.
• Conducted operational analysis across the European offices of WorldCom to identify efficiency initiatives for their billing operations, ensuring that they were aligned to the corporate strategy of regional, shared service functions and delivered enhanced levels of customer service.
2000 - 2004 Deloitte Consulting Manager
Deployment, Processes, Manager, Production, Issue management, Public sector, Testing, Wireless, Development, Implementation, Support, Technology, Service, Design, Leadership, Sales, Customer service, Risk Management, Procurement, Management, Integration, Consulting, Market research, Research, Product development
1996 - 2000
job
Senior Consultant
Logica UK Ltd.
1996 - 2000
Global technology consultancy working with global private sector clients to deliver complex business solutions.
Senior Consultant
International delivery of technology engagements for private sector clients, including Saudi Globalstar (SGOC, Saudi Arabia), Fleet Bank (Boston, USA) and Kuala Lumpur International Airport (KLIA, Malaysia).
• Planned and delivered a customer management and billing solution for SGOC's launch of a satellite mobile service; responsible for designing the launch product suite, analysis of competitors to establish required service levels, assurance of the technology design to meet operational needs, management of project risks, definition of testing strategy and training and management of the operational staff for the initial launch period.
• Planned and led the redesign of Fleet Bank's contact centre processes and systems and introduction of workflow to deliver efficiency and quality enhancements whilst minimising the risk to service levels.
• Managed the implementation of ISO 9000 standards to manage quality and risks across seven discrete projects for KLIA, trained local staff and guided the local consultancy towards ISO 9000 accreditation.
Career history
1996 - 2000 Logica Senior Consultant
Global technology consultancy working with global private sector clients to deliver complex business solutions.
Senior Consultant
International delivery of technology engagements for private sector clients, including Saudi Globalstar (SGOC, Saudi Arabia), Fleet Bank (Boston, USA) and Kuala Lumpur International Airport (KLIA, Malaysia).
• Planned and delivered a customer management and billing solution for SGOC's launch of a satellite mobile service; responsible for designing the launch product suite, analysis of competitors to establish required service levels, assurance of the technology design to meet operational needs, management of project risks, definition of testing strategy and training and management of the operational staff for the initial launch period.
• Planned and led the redesign of Fleet Bank's contact centre processes and systems and introduction of workflow to deliver efficiency and quality enhancements whilst minimising the risk to service levels.
• Managed the implementation of ISO 9000 standards to manage quality and risks across seven discrete projects for KLIA, trained local staff and guided the local consultancy towards ISO 9000 accreditation.
Career history
1996 - 2000 Logica Senior Consultant
Design, Training, Management, Service, Technology, Implementation, Testing, Workflow, International, Redesign, USA, LED, Processes
My education
2009
-
2011
Open University
MBA, N/a
MBA, N/a
1990
-
1993
University of Bath
Bachelors 2:1, Aeronautical Engineering
Bachelors 2:1, Aeronautical Engineering
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