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Professional Interim
Emma Armstrong MBA MAPM
,
Birmingham, United Kingdom
Experience
Other titles
Skills
I'm offering
Professional interim specialising in Contract Mobilisations, Transformations and Turnarounds.
Markets
United Kingdom
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2019 - ?
job
EMEA Programme Manager (Interim)
CBRE GWS.
EMEA Programme Manager for multiple mobilisation projects, including two major household brands. Projects delivered through utilising existing business methodology and adapting to relevant customer and geographic location and nuances. Strategic level role within a Global Change Team, requiring liaising with senior stakeholders across the globe and including international travel. Responsible for successful delivery of delegated transitions, moving from bid into BAU with viable operation budgets, savings glidepaths and fully operational solutions and teams.
Achievements in role:
• Recovery of a behind plan mobilisation/transition through identifying, mitigating and managing EMEA wide issues
• Led and delivered two mobilisations concurrently including a European mobilisation and managing Country MD level stakeholders
Previous Employment
Achievements in role:
• Recovery of a behind plan mobilisation/transition through identifying, mitigating and managing EMEA wide issues
• Led and delivered two mobilisations concurrently including a European mobilisation and managing Country MD level stakeholders
Previous Employment
International, Interim, LED, Manager
2018 - 2019
job
Interim Head of Compliance and Department Business Change Lead
ISS Technical Services.
(interim)
November 2018 - June 2019
Head of Compliance and Change Lead for a circa 40 strong compliance team during a period of transformation and change. Objectives for this role were to transform the compliance team including stabilising compliance service delivery, improve compliance performance, restructure the function and uplift low morale. This was in addition to integrating the previous GS Hall business's compliance service lines into the wider ISS Technical Services operation, through unpicking, documenting and transferring key areas of activity (such as water, fire and electrical services) into standard ISS workflow operations.
The compliance function also encompassed financial approval and reconciliation of PO's against PI's, hence this transformation included the setup of a Supplier Assurance Team ensuring timely processing of PI's to ensure value for money checks and that supplier payments were made on time to allow for timely onward customer billing.
This was also whilst simultaneously managing BAU and leading on senior escalations with key clients (primarily banking and retail clients i.e. Barclays, RBS, Santander and COOP to name a few).
A broad and challenge project delivered successfully with minimal impact to operations and left with a stable compliance performance along with the setup and handover of a finance transformation plan.
Achievements in role:
• Successfully transformed a complex team, transitioning key individuals into new roles, manoeuvring key service lines, implementing processes whilst simultaneously delivering BAU
• Turnaround the compliance position for a key, high risk *Financial Services* client in a short timeframe
• Transformed business compliance from 50-60% performance to 90%+
• Resulted in a number of accounts (a high street bank and food retail group) securing successful re-tender following improvements made
November 2018 - June 2019
Head of Compliance and Change Lead for a circa 40 strong compliance team during a period of transformation and change. Objectives for this role were to transform the compliance team including stabilising compliance service delivery, improve compliance performance, restructure the function and uplift low morale. This was in addition to integrating the previous GS Hall business's compliance service lines into the wider ISS Technical Services operation, through unpicking, documenting and transferring key areas of activity (such as water, fire and electrical services) into standard ISS workflow operations.
The compliance function also encompassed financial approval and reconciliation of PO's against PI's, hence this transformation included the setup of a Supplier Assurance Team ensuring timely processing of PI's to ensure value for money checks and that supplier payments were made on time to allow for timely onward customer billing.
This was also whilst simultaneously managing BAU and leading on senior escalations with key clients (primarily banking and retail clients i.e. Barclays, RBS, Santander and COOP to name a few).
A broad and challenge project delivered successfully with minimal impact to operations and left with a stable compliance performance along with the setup and handover of a finance transformation plan.
Achievements in role:
• Successfully transformed a complex team, transitioning key individuals into new roles, manoeuvring key service lines, implementing processes whilst simultaneously delivering BAU
• Turnaround the compliance position for a key, high risk *Financial Services* client in a short timeframe
• Transformed business compliance from 50-60% performance to 90%+
• Resulted in a number of accounts (a high street bank and food retail group) securing successful re-tender following improvements made
Retail, Operations, Finance, Service, Compliance, Banking, Workflow, Turnaround, Transformation, Interim, Processing, Processes, Service Delivery
2017 - 2018
job
Head of Mobilisation and Transformation
Interserve FM Ltd.
Head of Mobilisation and Transformation for a large TFM NEC3 contract including the tender, mobilisation and transformation of the Department for Work and Pensions property estate. Being the largest FM tender within the Government sector, estimated at circa £227m for the FM estate, this role covered a broad range in terms of scale, geography, services, headcount and revenue. Specific responsibilities for this role include developing and delivering a mobilisation and transformation strategy, including the TUPE and transformation of over 3000 staff, establishing and leading the mobilisation PMO Team, providing robust programme plans including assuring service line delivery, implementing governance and control measures to see the end to end business change journey through to completion.
• Preparing a fit for purpose contract mobilisation strategy including pre-mobilisation, mobilisation, transition and transformation phases
• Creating a fully scoped mobilisation plan across all workstreams with linked dependencies, aligning with external third parties and meeting all contractual obligations
• Providing internal programme/mobilisation assurance across all workstreams at key milestones during the mobilisation
• Ensuring resource structures, job descriptions, salaries and approvals are in place; leading on recruitment and on-boarding
• Leading and managing a team of 5 PMO staff (then up to 12 post TUPE transfer) to deliver contract processes, PMO and communications
• Managing client facing change control where requests deviate from bid position, ensuring the contract viability whilst maximising revenue/profit through further opportunities
• Leading on cutover and transition activity, planning for -2 and +2 from go live including a detailed plan, methods for deployment of uniform, fleet and IT to circa 3000+ staff. This concluded in a business readiness approval for go live across 859 buildings nationally, multiway engagement with 5 partner providers with 16 new IT systems, deploying over 400 vehicles, 570 IT devices and 8700 items of uniform.
• Lead the transformation of an account restructure for circa 3000 staff, preparing business cases, plans, resource assessments and overseeing completion
• Completing lessons learnt for mobilisation and transformation across all internal workstreams and functions in mobilisation
Achievements in role:
• Delivered a successful transition of services through mobilisation and cutover and visited by Senior Commercial Client to express thanks
• Due to governance controls and mobilising account to bid and managing changes appropriately, the contracts turned profit from month 1
• Transformation of over 3000 people delivered within a six-month window within the cost of change period
• Preparing a fit for purpose contract mobilisation strategy including pre-mobilisation, mobilisation, transition and transformation phases
• Creating a fully scoped mobilisation plan across all workstreams with linked dependencies, aligning with external third parties and meeting all contractual obligations
• Providing internal programme/mobilisation assurance across all workstreams at key milestones during the mobilisation
• Ensuring resource structures, job descriptions, salaries and approvals are in place; leading on recruitment and on-boarding
• Leading and managing a team of 5 PMO staff (then up to 12 post TUPE transfer) to deliver contract processes, PMO and communications
• Managing client facing change control where requests deviate from bid position, ensuring the contract viability whilst maximising revenue/profit through further opportunities
• Leading on cutover and transition activity, planning for -2 and +2 from go live including a detailed plan, methods for deployment of uniform, fleet and IT to circa 3000+ staff. This concluded in a business readiness approval for go live across 859 buildings nationally, multiway engagement with 5 partner providers with 16 new IT systems, deploying over 400 vehicles, 570 IT devices and 8700 items of uniform.
• Lead the transformation of an account restructure for circa 3000 staff, preparing business cases, plans, resource assessments and overseeing completion
• Completing lessons learnt for mobilisation and transformation across all internal workstreams and functions in mobilisation
Achievements in role:
• Delivered a successful transition of services through mobilisation and cutover and visited by Senior Commercial Client to express thanks
• Due to governance controls and mobilising account to bid and managing changes appropriately, the contracts turned profit from month 1
• Transformation of over 3000 people delivered within a six-month window within the cost of change period
Contracts, Deployment, PMO, Service, Recruitment, It, Transformation, Business cases, Express, Contracts, Processes, UP, Go
2012 - 2013
job
Executive Assistant to Director and Programme Co-ordinator
Jaguar Land Rover (Automotive/Manufacturing).
Global Risk Management and Regulatory Compliance Programme
February 2012 - February 2013
The Global Risk Management and Regulatory Compliance Programme reviewed the businesses legal compliance and risk management policies, procedures and governance by completing business risk and compliance reviews by Country, Department and Functions. This was a wide reaching global programme with multiple objectives, these being:-
• Maintain the companies risk profile, both financial and reputational, at safe manageable levels
• Increase the risk appetite of the Executive Board
• Assure and report on the legal compliance of the business on a global scale, for the security of the Executive Board
This programme was delivered to the highest standard and our practices were observed by Cranfield School of Management who reviewed our practices and made a "best practice" case study of our approach to risk management and legal compliance. In addition to this I assisted Senior Directors with (then confidential) overseas strategic projects. This included international travel and work experience, project management of delegated work packages, remote management of staff and external third parties, including consultants PWC and KPMG.
February 2012 - February 2013
The Global Risk Management and Regulatory Compliance Programme reviewed the businesses legal compliance and risk management policies, procedures and governance by completing business risk and compliance reviews by Country, Department and Functions. This was a wide reaching global programme with multiple objectives, these being:-
• Maintain the companies risk profile, both financial and reputational, at safe manageable levels
• Increase the risk appetite of the Executive Board
• Assure and report on the legal compliance of the business on a global scale, for the security of the Executive Board
This programme was delivered to the highest standard and our practices were observed by Cranfield School of Management who reviewed our practices and made a "best practice" case study of our approach to risk management and legal compliance. In addition to this I assisted Senior Directors with (then confidential) overseas strategic projects. This included international travel and work experience, project management of delegated work packages, remote management of staff and external third parties, including consultants PWC and KPMG.
Project Management, Risk Management, Management, Compliance, Security, Safe, Regulatory, International
2011 - 2012
job
PA to MD
Webasto Group (Manufacturing).
ON
2009 - 2011
job
Office Manager
Armstrong's.
Office, Manager
2006 - 2009
internship
Legal Secretary / Trainee Paralegal (Legal)
Woollaston's Solicitors.
My education
Coventry University
MBA, Management
MBA, Management
Open University
Unspecified, Project Management
Unspecified, Project Management
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