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Engaging, organised senior project management resource
Sam Rimmer
,
London, United Kingdom
Experience
Other titles
Skills
I'm offering
A result-orientated, quick to understand and personable senior interim with the reputation for drive and ability to secure measurable change on-time, on-budget and on-quality whilst maintaining credibility with C-level executives and team members through effective, efficient communications. Strong and successful experience of delivering critical integration and transformation projects, supported by references.
• Digital & technology transformations with a focus on multi-vendor environments
• Qualified to masters Level and experienced in organisational development
• Broad industry experience with transferable skills: Real Estate, Retail, Insurance, Transport
• Digital & technology transformations with a focus on multi-vendor environments
• Qualified to masters Level and experienced in organisational development
• Broad industry experience with transferable skills: Real Estate, Retail, Insurance, Transport
Markets
United Kingdom
Links for more
Once you have created a company account and a job, you can access the profiles links.
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2017 - 2018
freelance
Senior Project Manager
Selfridges.
“She builds the team around her so that everyone knows the goals and what their individual roles are to help achieve it. Sam gives an honest approach to leadership with everyone knowing what is expected of them” PROJECT TEAM MEMBER
Selfridges, one of the world’s best-known luxury department stores, transformed the way customers shop by improving the tools for every client-facing role. This £5m Integration project transformed the customer data handling provision using Salesforce. The parent programme will continue until 2020, this role was to oversee the transformation from various uncontrolled methods and legacy systems to deliver a unified CRM across 4 phases. The project team was large and comprised team members from workstreams including finance, on- and offshore vendors and developers, Architecture (design), business & process analysis, testers, compliance, legal and DPO.
• Cost, resource and sequencing planning for complex environment
• Change management crossing 3 periods of business freeze and 1,500+ end users
• Stress test and performance tests of ‘to be’ options and recommendations for selection
• Striking the right balance between adoption vs improvement operational model
Selfridges, one of the world’s best-known luxury department stores, transformed the way customers shop by improving the tools for every client-facing role. This £5m Integration project transformed the customer data handling provision using Salesforce. The parent programme will continue until 2020, this role was to oversee the transformation from various uncontrolled methods and legacy systems to deliver a unified CRM across 4 phases. The project team was large and comprised team members from workstreams including finance, on- and offshore vendors and developers, Architecture (design), business & process analysis, testers, compliance, legal and DPO.
• Cost, resource and sequencing planning for complex environment
• Change management crossing 3 periods of business freeze and 1,500+ end users
• Stress test and performance tests of ‘to be’ options and recommendations for selection
• Striking the right balance between adoption vs improvement operational model
Leadership, Manager, DPO, Transformation, Offshore, It, Compliance, Architecture, Finance, Design, Integration, Test, Management, Salesforce, Project Manager, CRM, Change management
2017 - 2017
freelance
Senior Project Manager
Property Partner.
Responsible: UK
Property Partner offers a new way to invest in property, their demand was outstripping their ability to supply and the Property Supply team required a transformation in processes and technology, aligning and standardising data sources. Following the project, the team were able to double their output, exceeding financial targets which contributed to Property Partner's business readiness to launch and fund the UK's largest ever crowd-funded PBSA property. After the successful launch of the new ways of working, I remained at Property Partner performing the senior team role of VP of Sales Operations, running the team and helping to bed-in the new methods until a suitable permanent resource was found. I used a combination of agile methodology and Lean methods to deliver the agreed goals.
• Project Planning: Complex & undocumented inter-dependencies and regulatory limitations
• Trouble Shooting & problem definition: Root cause analysis, establishing fundamental needs
• Transformation: Design of a flexible and scaleable process plus specification, build and test of new processes, job roles, work flow tool and property database
• Cross functional: contributions and team members from Property, Marketing, Analytics, Business Development, Finance and Technology
Key terms: Transformation, growth, cross-functional, project definition, business requirements, system requirements, Caspio, MDM, web launch, operational change, system change, work flow, change, training, FCA, regulation, investment, FinTech, PropTech, RFI / RFP
Property Partner offers a new way to invest in property, their demand was outstripping their ability to supply and the Property Supply team required a transformation in processes and technology, aligning and standardising data sources. Following the project, the team were able to double their output, exceeding financial targets which contributed to Property Partner's business readiness to launch and fund the UK's largest ever crowd-funded PBSA property. After the successful launch of the new ways of working, I remained at Property Partner performing the senior team role of VP of Sales Operations, running the team and helping to bed-in the new methods until a suitable permanent resource was found. I used a combination of agile methodology and Lean methods to deliver the agreed goals.
• Project Planning: Complex & undocumented inter-dependencies and regulatory limitations
• Trouble Shooting & problem definition: Root cause analysis, establishing fundamental needs
• Transformation: Design of a flexible and scaleable process plus specification, build and test of new processes, job roles, work flow tool and property database
• Cross functional: contributions and team members from Property, Marketing, Analytics, Business Development, Finance and Technology
Key terms: Transformation, growth, cross-functional, project definition, business requirements, system requirements, Caspio, MDM, web launch, operational change, system change, work flow, change, training, FCA, regulation, investment, FinTech, PropTech, RFI / RFP
Technology, Processes, Performing, Planning, Regulatory, RFP, Web, Development, Transformation, Growth, Fintech, Design, Sales, Finance, Analytics, Test, Lean, Database, Agile, Training, Business development, Marketing
2016 - 2016
freelance
Pre- & Post-Merger Senior Project Manager, Transformation
Bupa.
Responsible: UK
During acquisition by Celesio, creating a project to meet the conditions of MHRA and Competition & Markets Authority regulated sale for a variety of critical operational and IT functions encompassing highly sensitive data. Positively influenced senior team to adopt new methods of working to meet industry regulations whilst implementing Target Operating Model.
"Sam is honest and forthright, providing clarity, insight, and constructive challenge to ensure objectives are clearly defined, accountabilities agreed, and outcomes met and for these reasons I would strongly recommend her" TRANSFORMATION DIRECTOR AND HIRING MANAGER AT BUPA
• Assessing Value-Add: Score cards for existing partners and procurement of new suppliers
• Process Change - Bringing business processes in-line with in-house / regulatory requirements
• Benefits realisation: Identified a strategic project could not achieve the aims
• Cost Saving: Reduced one projects costs from £780k to £390k (GAMP5 & GDP WMS)
• Partner transitioning: Onboarding new supplier, moving between old and new
• Team management: Business partners, BAs and developers for full SDLC. Selection & interviewing for roles. Mentoring and development.
• Waste reduction: Lean Six Sigma techniques to evaluate, select / deselect in-flight initiatives
• Governance & decision making: Establishing new governance mechanisms for senior team and defined project methodology to suit environment
• Supplier Selection: RFP/RFI for two new systems and one service
• Reported to: Directors. Managed teams of 10 Location: UK
Key terms: Acquisition, integration, Regulation, Business Process, DPA, Risk Management, Budget Control, Procurement, Planning, Project Plan, Team Leadership, Multi-functional Team Management, Vendor Management, consolidation, TOM, AS-IS vs TO BE, Gap analysis, hands-on workshops
During acquisition by Celesio, creating a project to meet the conditions of MHRA and Competition & Markets Authority regulated sale for a variety of critical operational and IT functions encompassing highly sensitive data. Positively influenced senior team to adopt new methods of working to meet industry regulations whilst implementing Target Operating Model.
"Sam is honest and forthright, providing clarity, insight, and constructive challenge to ensure objectives are clearly defined, accountabilities agreed, and outcomes met and for these reasons I would strongly recommend her" TRANSFORMATION DIRECTOR AND HIRING MANAGER AT BUPA
• Assessing Value-Add: Score cards for existing partners and procurement of new suppliers
• Process Change - Bringing business processes in-line with in-house / regulatory requirements
• Benefits realisation: Identified a strategic project could not achieve the aims
• Cost Saving: Reduced one projects costs from £780k to £390k (GAMP5 & GDP WMS)
• Partner transitioning: Onboarding new supplier, moving between old and new
• Team management: Business partners, BAs and developers for full SDLC. Selection & interviewing for roles. Mentoring and development.
• Waste reduction: Lean Six Sigma techniques to evaluate, select / deselect in-flight initiatives
• Governance & decision making: Establishing new governance mechanisms for senior team and defined project methodology to suit environment
• Supplier Selection: RFP/RFI for two new systems and one service
• Reported to: Directors. Managed teams of 10 Location: UK
Key terms: Acquisition, integration, Regulation, Business Process, DPA, Risk Management, Budget Control, Procurement, Planning, Project Plan, Team Leadership, Multi-functional Team Management, Vendor Management, consolidation, TOM, AS-IS vs TO BE, Gap analysis, hands-on workshops
Onboarding, Manager, Sigma, Processes, Wms, Planning, Regulatory, RFP, Development, Transformation, Vendor Management, Team management, Workshops, Project Manager, Six Sigma, It, Service, Leadership, Integration, Management, Risk Management, Procurement, Mentoring, Budget, Lean, Team Leadership
2015 - 2015
freelance
Digital Transformation Senior Project Manager
Jones Lang LaSalle.
Responsible: EMEA
Major technology transformation programme RED - introducing big data concepts to real estate management.
"Her direct style ensures clarity on objectives, roles and responsibilities to drive the project forwards"
NATIONAL DIRECTOR at JLL
• Transition Definition: Created & negotiated definition, road map and bespoke methodology
• Business Processes: Mapping and improving existing business processes
• Governance: Established programme, project and governance capability with quality gates
• Organisation Redefinition: Away from siloed independents to integrated operating model
Major technology transformation programme RED - introducing big data concepts to real estate management.
"Her direct style ensures clarity on objectives, roles and responsibilities to drive the project forwards"
NATIONAL DIRECTOR at JLL
• Transition Definition: Created & negotiated definition, road map and bespoke methodology
• Business Processes: Mapping and improving existing business processes
• Governance: Established programme, project and governance capability with quality gates
• Organisation Redefinition: Away from siloed independents to integrated operating model
Big Data, Digital transformation, Project Manager, Management, Technology, Transformation, Organization, Processes, Manager
2014 - 2015
freelance
Post-Acquisition Senior Project Manager
Towergate.
Towergate Aug 14 - Feb 15 Based: London Responsible: UK
Simultaneously managed suite of projects during merge of previously independent units.
"With great communications and leadership, she took control of scope, quality and stakeholders to help change the trajectory of this failing project." PROGRAMME MANAGER, TOWERGATE
• Assessing Value-Add: Managed improvement of external developer against commercial KPIs and road map, reduced IT services vendor panel and engaged new partners.
• Process Change: Mapping, improving and aligning process across geographically spread units
• Benefits realisation: Analysis & preparation of financial business case at project discovery
• New data governance strategy: Investigated issues and defined new method for handling data challenges DPA & PCI DSS: in-house and with external third parties
• People & Processes: Physical and organisational shifts for 3 national departments
Key terms: CRM, legacy consolidation, Vendor Management, Gap Analysis, Integration, road map
Simultaneously managed suite of projects during merge of previously independent units.
"With great communications and leadership, she took control of scope, quality and stakeholders to help change the trajectory of this failing project." PROGRAMME MANAGER, TOWERGATE
• Assessing Value-Add: Managed improvement of external developer against commercial KPIs and road map, reduced IT services vendor panel and engaged new partners.
• Process Change: Mapping, improving and aligning process across geographically spread units
• Benefits realisation: Analysis & preparation of financial business case at project discovery
• New data governance strategy: Investigated issues and defined new method for handling data challenges DPA & PCI DSS: in-house and with external third parties
• People & Processes: Physical and organisational shifts for 3 national departments
Key terms: CRM, legacy consolidation, Vendor Management, Gap Analysis, Integration, road map
CRM, Project Manager, Management, Integration, Leadership, Business Case, It, Developer, Vendor Management, Processes, Manager
2014 - 2014
freelance
Senior Project Manager
Transport for London.
Based: London Responsible: London
Software consolidation following period of 'stand-alone' activity and formal project stage definition.
"She got to grips quickly with the complexities of two very complex companies which enabled her to get things moving and processes established quickly." SENIOR STAKEHOLDER / CUSTOMER, TFL
• Transitioning Suppliers: Led JNP organisation successfully through integration with TFL on budget and on time included de-commissioning of suppliers
• Change definition: Scope, cost and resource plan for Crossrail IT "System & Information" Programme definition for discovery phase of 4 year project. Submitted to Mayor's office.
• Cost Saving: Identified and performed consolidation of external service desk with existing in-house department saving 35% cost (Deloitte)
Key terms: Acquisition, transport, consolidation, programme definition, budget, external service desk
Software consolidation following period of 'stand-alone' activity and formal project stage definition.
"She got to grips quickly with the complexities of two very complex companies which enabled her to get things moving and processes established quickly." SENIOR STAKEHOLDER / CUSTOMER, TFL
• Transitioning Suppliers: Led JNP organisation successfully through integration with TFL on budget and on time included de-commissioning of suppliers
• Change definition: Scope, cost and resource plan for Crossrail IT "System & Information" Programme definition for discovery phase of 4 year project. Submitted to Mayor's office.
• Cost Saving: Identified and performed consolidation of external service desk with existing in-house department saving 35% cost (Deloitte)
Key terms: Acquisition, transport, consolidation, programme definition, budget, external service desk
Project Manager, Budget, Integration, Service, It, Software, Organization, Office, Processes, Manager, LED
2013 - 2013
freelance
Transformation Project Manager
AUKE (Age UK).
Responsible: UK & IRL
Transformation project to define & procure of solutions to move from 220 legal entities to a single business.
"The guidance Sam provided was invaluable to the project and helped us to catch up on a delayed schedule and deliver on time". HEAD OF INFORMATION SYSTEMS
• Target Operating Model: Define and agree road map for transformation & transition
• Stakeholders: Consensus agreement of requirements with geographically spread Boards
• Partner transitioning: Scoring, selecting and onboarding for vendors (RFI / RFP)
Key terms: Transformation, regulation, processes, AS IS/TO BE, requirements gathering, BPM
Transformation project to define & procure of solutions to move from 220 legal entities to a single business.
"The guidance Sam provided was invaluable to the project and helped us to catch up on a delayed schedule and deliver on time". HEAD OF INFORMATION SYSTEMS
• Target Operating Model: Define and agree road map for transformation & transition
• Stakeholders: Consensus agreement of requirements with geographically spread Boards
• Partner transitioning: Scoring, selecting and onboarding for vendors (RFI / RFP)
Key terms: Transformation, regulation, processes, AS IS/TO BE, requirements gathering, BPM
Project Manager, Onboarding, Transformation, RFP, Processes, UP, Manager
2012 - 2013
freelance
Transformation Project Manager
Marks & Spencer.
Multiple projects including strategic integration of business critical separate legal entity following acquisition by M&S of business in Leeds including people, procedures, policies, business data and technology for Per Una for merge to M&S: systems, data, applications and procedures and the move of this vendor from out-sourced to in-source. Project recovery using Root Cause Identification and Waste reduction using lean techniques
Project Manager, Lean, Integration, Technology, Transformation, Manager
2011 - 2012
freelance
Transition Project Manager
Micros (later ORACLE).
Satisfied conditions and KPIs for transfer of Micros to Oracle by delivering project on-time and on-budget to bring out-sourced services in-house as condition of sale. Devised and implemented new project management methodology across all business units for the acquisition programme.
Project Management, Oracle, Project Manager, Budget, Management, Manager
2008 - 2009
freelance
Transition Senior Project Manager
Fenchurch (Prev. JOY IT).
Managed hand-over following acquisition of Joy IT by Fenchurch. Managed Project team and led handover of systems, processes, contract management for customers / vendors & physical transfer of technology infrastructure. Completed all outstanding projects prior to transfer of ownership
Project Manager, Management, Contract management, Technology, It, Infrastructure, Processes, Manager, LED
2003 - 2008
job
Managing Director & Project Manager (Consultancy)
Joy IT.
Established and grew Joy IT and negotiated sale to Fenchurch - defined and implemented target operating model to match dynamic environment. Fenchurch acquired Joy in September 2008. As the Managing Director, I grew and managed a combined offering of outsourced IT project management, procurement and IT maintenance. Hiring & management of 50 FTE
Project Management, It project management, Project Manager, Procurement, Management, It, Manager
2002 - 2003
freelance
I.T. Consultant
Ariba.
Ariba B2B eCommerce projects to FT100 client. Mentoring and teaching consultants from Big-4 globally in Ariba tools and UK DPA. Cross-border reporting, globally spread team. Deputy Global Lead for Business Data Integration Group for native data middleware
Ecommerce, B2B, Teaching, Mentoring, Integration, Middleware, Native
My education
2019
Institute Risk Management
N/a, IRM Risk Management
N/a, IRM Risk Management
2012
British Computer Society
N/a, ISEB Business Analysis
N/a, ISEB Business Analysis
2000
-
2001
n/a
MBA, Business Administration
MBA, Business Administration
1997
-
1999
Leicester University
Masters, Organisational Dev
Masters, Organisational Dev
1989
-
1992
Coventry University
Hndhncorequivalent, Computer Studies
Hndhncorequivalent, Computer Studies
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