SECTOR EXPERIENCE:

I have a pragmatic approach to managing change. I have worked with world-class companies who have undergone large change programmes. I use my knowledge and expertise to help client rganisations buy into change more readily, expediting transformation and maximising the return on the investment.

Academic (Ashridge, Henley, University of Portsmouth, Dept of Psychology & Business School, Victoria University, Wellington, NZ MBA Programme & Exec Development, Havant College)

ASSIGNMENTS - please note that the following is a selection of assignments with clients

Nov 08- Aug 09

Jill held a recent consultancy role researching the products and services portfolio of a respected UK institution undergoing transformation with a new brand launch in mid to late September 2009. Quoting from the internal project manager, Tracy Kurzeja:

"Working with Jill Dann has been a pleasurable experience. Her work is efficient, effective and precise. Her ability to view strategically enabled us to focus on agreed plans, collaborate on ways to grow our business & exploit opportunities.

• Jill helped to build trust and confidence between ourselves and different parts of the organisation.

• Jill is able to think and act creatively but always acts in the interest of her customers.

• Regular meetings and consultation with Jill helped us to plan and prioritise key objectives.

• Jill is organized, efficient, extremely competent and has an excellent rapport with people. Her communication skills are excellent and her quality of work is outstanding."

The research in the 1st tranche was composed of three projects with different and progressive scopes delivering reports on:

2. Detailed Market Analysis
Protection of existing markets and products

3. Core Proposal
Emergent opportuinities
New routes to market
New appraoches to assessment

4. Agreed strategy for specific proposals

5. Outcomes of implementation

Jill researched the redevelopment of the PPM products and services portfolio aligning harmoniously with APM, ICB-IPMA, PMI, SFIA5+, PRINCE2 (2009), P3O and other OGC products. Her proposals covered PESTLE and Market Analysis, revenue estimation, competitor analysis, SWOT, generation of new opportunities, partnerships, product design, support design and ideas for on-line services.

April - October 08, FCO (Professional Head of Programme Management)

£200-£300 million CSR Programme. Jill headed an embryonic team introducing globally a new operating model in a series of phases. This involved secure IS-enabled change, Data Centre inception, virtualisation of Desktop & infrastructure, people change, construction, estates refurbishment and accommodation strategies. Using PRINCE2, MSP and P3O, Jill focused on:

• Representing the department at the OGC PPM Leaders Programme events to share learning and best practice.
• Review of the strategic vision & goals to programme outcomes; Inception of five Programmes covering outcomes and benefits mapping, benefits realisation plans, investment appraisal and blueprint design.
• Identified an Investment Portfolio Services Catalogue, designed new roles, interviewed candidates.
• Working in a multi-vendor environment (Logica, IBM, Oracle, Fujitsu, Detica and others) conducted a market-test survey of accredited suppliers to establish a new contract basis.
• Worked with Enterprise Architecture, Information Architecture and Technical Architecture leaders.
• Implemented a study of ERP and capacity planning tools, benefits realisation plans, investment appraisal and blueprint design.
• Development of a Communications Strategy and Plans for stakeholder engagement and other related activities.
• Conducted a market-test survey of accredited OGC suppliers to establish a new PPM contract.
• Identified departmental cost savings, areas of collaboration and efficiencies. She evaluated capacity-planning tools to manage more effectively the pipeline in a resource-constrained environment.
• Organisational Change to introduce cross-cutting Portfolio, Programme and Project Management policies, standards and practice, including alignment of risk at each level.
• Development of a Communications Strategy and Plans for stakeholder engagement.
• Developed Portfolio and Change Management parts of the Balanced Business Scorecard MIS.
• Training needs assessment and design - Jill designed PPM events to progress PPM senior staff, instigated a review of Professional skills, and proposed more effective ways of assessing the contribution of contractors and consultants employed within the portfolio.
• Following analysis of the requirements and major issues across the organisation, Jill recommended a new structure and ways of working. She designed and set to work new data collection tools to improve visibility of the cost and associated benefit of projects and programmes within the investment portfolio, independently reviewed by a HO equivalent role-holder.

2004-2007 Atos Origin

Role: A £2.2 billion business plan. Professional Services Consultancy during the SchlumbergerSema IT service division acquisition and the integration of KPMG Consulting into Atos Consulting. Jill consulted to Board members on a number of performance improvement issues with over £2 billion revenue targets.

Achievements: Managing sensitive stakeholder relationships effectively, Jill facilitated restructuring the senior team. Jill improved readiness for change and developed mitigation strategies for identified negative impacts on people, processes and systems during the merger transition. She implemented Morale & Motivation improvement measures supporting the merger transition to a single business.

2004-2007 - Atos Consulting

Role: £2.2 billion business plan. Tool design and Coach of a 12-strong team of Managing Directors (Atos Consulting Leadership Team) for performance improvement. Working with internal IT staff and external providers, Jill designed and delivered of an on-line bespoke and confidential 360^o assessment tool. Working with over 250 respondents, Jill communicated recommendations for leadership teambuilding. Assessments matched company values to strategic intent (goals), leadership style and each individual's performance.

Achievements: Using the 360^o results, the Leadership Team met their ambitious targets over the forthcoming year, one MD for £80 million revenue.

2006 - Market Makers

Role: Hypergrowth Company. Reviewed bespoke CRM/telemarketing software with Executives and Coached Owner/Proprietors taking them through a period of hypergrowth. Designed team training to improve telemarketing operations and repeat business.

Activities: Programme developed service excellence processes, leadership, campaign management, time management and innovation techniques (problem solving on operations and creativity).

Results: Jill aided the team become a continually improving, customer-focused business with shared goals and objectives. The owners learned to work more effectively together and to lead staff to grow the company helping it to become listed as one of the "top 100 SMEs to work for". It has a compound year-on-year growth of 20%+. Testimonials have been provided for Jill's work.

2001-2002 FirstCaribbean International Bank Merger and Launch

Role: $10.9 billion business change. Change Leader standing in for a Director of five companies redesigning the operating model and merging CIBC West Indies Holdings and Barclays Bank PLC Caribbean operations into one modernised retail, Customer Centre and Investment banking operation. Jill helped create the largest, regionally-listed bank in the English-speaking Caribbean, with assets of more than USD 10.9 billion offering a full range of market-leading financial services in Corporate Banking, Retail Banking, Wealth Management, Credit Cards, Treasury and Capital Markets. Working closely with peers across 18 workstreams, Jill led the Change Management team, both PWC consultants and sub-contractors. Jill advised existing change managers within both Banks. Jill transferred knowledge and skills from previous Customer Centre, banking, ICT and merger roles to staff of both banks, coaching and mentoring as required.

Achievements: Jill led aspects of the merged Barclays/CIBC Caribbean network of banks; generating ideas for launch (such as Dress Rehearsal and simulation), capturing feedback from employees, managing stakeholder engagement and planning a change network across 17 territories and 25 islands. Jill coached less experienced programme staff, Executives and developed PDPs with them. Jill supported the transition back to the permanent Director with thorough handover notes and briefing, having successfully built and managed the programme through a period of daily intense media speculation, union action and employee resistance to planned changes.

2000-2002 Intelligent Finance Launch

Role: A £1.5 billion Halifax investment. Mirroring her Project Director role at egg and asked by the CEO to help the pre-launch activity, Jill helped create the bank by advising senior management and change managers within both Halifax and if.com on a complex, multiple workstream Customer Centre construction and commissioning programme.

Achievements: Jill reviewed the launch planning and training plan to confirm the validity of Customer Centre plans, identify gaps, provide suggestions for solutions and comment on processes planning to fully harness BT & Genesys' product suite to deliver the most advanced e-commerce management system. If.com planned to deliver top quality customer service at all times placing it at the leading edge of e-commerce development with a ground breaking agreement with BT and BT Cellnet to sign up to both GPRS and WAP, the then new technologies for Internet and mobile phone communications. Jill benefitted the successful launch by reducing risks including direct costs. Jill transferred knowledge and skills in a fully documented handover to the permanent Head for subsequent product launches.

2001 CGNU/Norwich Union Life/Now Aviva International Merger and Brand Launch

Role & Objective: £3 billion business plan (now exceeded). Jill mentored the Head of Transformation through the vision to mobilisation stages of a difficult post-merger change programme advising the CGU and Norwich Union Life BSD Board and CGNU senior management teams. The post-merger integration activities of 8 mergers in 4 years were complex (infrastructure, providers, applications and methods), culturally sensitive and lacking momentum. Jill applied her people aspects of strategic change skills plus programme and project management methods appropriate to the need to raise quality, impetus and manage sub-contractors.

Achievements: Jill left the Head of Transformation feeling more knowledgeable on change agency and confident in dealing with colleagues on transformational issues (BSD Board members). His reference is on LinkedIn.

1998-2001 Egg Customer Centre set-up and operation - project director

Role: A £2.2 billion Prudential investment. Project Director of a Customer Centre 40-consultant team through the end-to-end lifecycle; up to and through Launch and transition to a new operating model replacing other Prudential home finance, savings and lending operations.

Objectives: Under intense pressure, to set-up a technically complex, legally auditable accredited training operation at two sites for the launch of egg:| literally from a green field site to the post-launch completion of training and development of associates and team leaders.

Achievements: Jill recruited and led a team of 40 consultants (four as her Project Managers) who trained 350 staff plus team leaders with 17 consecutive courses running at the peak some with complex ICT Customer Centre environments. Jill designed the lifecycle leading to an accredited training and competence scheme to be compliant with FSA standards. Jill generated a Critical Path for the launch across 20 project workstreams, highlighting cross-project dependencies and missing milestones. The design was to give egg plc a better analysis of customer data than competitors, providing a single source of customer information allowing it to do insight analysis to determine the propensity of a customer to buy additional products. This data enabled campaign managers, creative and phone sales teams to offer customers the right products at the right times and generate incremental sales (cross sales and up-sales).After launch, Jill directed the team to transfer gradually, fully documented operations to permanent roles - quoting the Head of Change Management: "Jill did an impossible job in impossible timescales".

1999-2001 Barclays - Business Change Programme Manager

Role: A £25 million business change budget. Programme Manager of 12 Project Managers and 80 IT staff, Business Change Programme. Subsequently coached the IT Director for several years.

Objectives: Jill improved practice, re-engineering processes using Enterprise Mapping and Information Engineering techniques. Jill programme managed a complex series of projects (Business Change Programme) coaching the IT Director as an agent of culture change in a company-wide programme.

Achievements: Jill turned around a situation where projects were slipping and considerable funds were involved with little visibility of progress to the business. Further work was awarded developing the IT Director's 1st reports plus 1-2-1 coaching of the IT Director including into another role with a leading Law firm.

1997-1998 Unipart - Programme Manager

Role: Larger than the Camelot implementation. Programme Manager of the feasibility study stage of a Joint Venture project.

Objectives: Jill worked with five Board Directors to explore and decide the way ahead on a JV for a 21,000 outlet DoT Government programme.

Achievements: Jill completed the Feasibility Stage successfully and was thanked by the Finance Director for helping to make a sound decision regarding the appetite for risk in the venture.

1996-1997 Unisys

Role: Project Manager of a PPM Process Improvement Programme reporting through a Unisys Director.

Achievments: Review of Programme Management standards achieved agreement from American and European countries on new PPM standards and training content working with an international team consisting mostly of senior managers, directors and PPM professionals.

1995-1996 Charterhouse-backed Turnaround Programme

Role: Programme Manager of company turnaround (using EFQM) and agile manufacturing introduction.

Achievements: Reporting to the VC-appointed CEO (ex Digital CEO), Jill led a team of specialists in merging the companies. Jill worked on the top team building issues as well as more technical requirements. Creating a new operating model for the former 5 businesses and across functions - constructing a new factory, warehousing operation, integrating the sales operation and the method of taking customer orders. Working with the Ops Director, Jill conducted Pareto Analysis on the supplier base reducing purchasing costs to 20% of the previous cost. The streamlined group returned to profit <2 years after asset rationalisation and implementing the plans.

1993-1994 Cable & Wireless

Role: Delivery of five PPM Process Improvement Programmes at different IT Development sites.

Achievements: Recruited by the Deputy Director of IT and working with business unit Finance Directors, Jill designed, developed and implemented governance methods and systems delivering Dave Wickham's directives (of IS Council). This achieved significant improvement of visibility and financial performance of projects at five IT sites over different Business Units (C&M, B&C, Mkt&MIS, Billing programme). Jill workiedwith Enterprise Architecture and Technical Architecture to address the complex legacy systems and define the new operating model. Acknowledged as a success by the Programme Board in increasing visibility of progress by improving prioritisation and delivery and reducing the waiting time for customised reports on clients, sales and marketing allowing important timely decisions on markets and products.

1992-1995 Chief of Defence Intelligence & Ministry of Defence Security Programme

Role: Reporting to a DI Colonel, Jill led two tranches of work on an IS Strategy Study and subsequent Implementation Programme.

Objectives: Working with senior DI staff, transformation of existing business processes, facilities and introduction of new capability. Scope included ICT for Operational Command and units deployed abroad on Urgent Operational Requirements including LAN/WAN connectivity, ICT integration and data interoperability plus complex Military Sy and Int training (simulation, emulation and ICT) in the UK.

Achievements: Jill won £5 million of funding where previous attempts had met with rejection. Jill developed an implementation programme for each LAN and WAN system. Each of these were approved and subsequently implemented. Her Business Case process and spreadsheets were acknowledged as the new standard by CDI for DI IT justification.

1992-1993 Ministry of Defence (Royal Navy)

Role: A £100 million Strategy Implementation- Head of Programme Support Office for inception phase.

Achievements: Creation of a new team and responsible for successful completion of inception phase and handed over to in-house and PSO staff including organisation-wide quality policy and TQM programme, including preparation for market testing for Programme Support of £100 million SNISP Strategy.

1991-1992 Home Office IS Strategy Study and Implementation/Procurements

Role: Reporting to the Executive Board and working closely with the new Finance Director, Jill led an IS Strategy Study & Process Improvement Programme leading to Executive Agency status. (Future repeat business on Brigade Command Course lecturing on ICT).

Objectives: Jill developed an IS Strategy for the transition to Trading Fund from a new Next Steps Agency covering 3 periods from the present out to 10 years including Internet requirements. A Unix system fror 250 uses was installed with a variety of applications and LAN/WAN connectivity. Jill (& other consultants together) reviewed all the infrastructure in place beforehand, particularly IS, HR and Finance. Jill worked with a mix of senior management some chosen for their skills not seniority and the vital need to understand life outside Whitehall. Jill supported the CEO in order that he be fully confident to argue policy with senior civil servants. The world for staff in a Trading Fund is very different with different job security and an essential need to be skilled in delivery of service (emotional intelligence, customer perception, listening and questioning skills, etc). Jill reported to the Executive Board and developed strategic options (fully costed and analysed) to ensure appropriate allocation of resources and priorities to achieve the programme objectives.
Achievements: Jill saved over £80,000 in her first few weeks vetting supplier contracts and bids. Jill developed extensive planning IT Investment planning tools for the short, medium and longer term timeframes. Jill was acknowledged by the Executive Board for her contribution to the achievement of Executive Agency status.

1989-current BT various roles

Role: A £10 billion BT Investment. Initially, Project Manager of two £multi-million Phases of an Internet backbone and Oracle application development programme running in a new Profit Centre set up in CSD. Later, promoted to Programme Board member by the Customer's Project manager and the Commercial Director of the Profit Centre.
Objective: Working in concert with the Chief [Enterprise] Architect, to rescue run-away projects forming part of an important Internet Strategic Programme and Portfolio Product Launch.

Achievements: Former slipping projects met pilot and production deadlines. The largest programme, which Jill has been responsible for, was an internal asset management and E-mail programme for BT. Worked on this global telecommunications project from final stages of Requirements Definition through to Implementation and Rollout. Achievements in role covered:

• Co-ordinated the work of teams at three locations, Bracknell, London & York: 5000-strong user community, Development Teams and Procurement Authority.
• Developed their roll-out processes, refined over three roll-outs and their first Pre-Launch Run-Up Plan and critical path. Advised on Product Promotion Campaign.
• Developed business appraisal which recovered £16,000,000 worth of un-accounted for assets.
• Wrote well-acknowledged problem definition and briefing papers for directors including investment appraisals savingg £675,000 of nugatory spend in the first 6 weeks.
• Project Manager of multi-functional (Oracle, BRS & PC databases) teams.
• Ran competitive tender and evaluated supplier bids for Facilities Management.
• Installed Project Management procedures based on OGC standards (PRINCE) and BT own variants.
• Recruited, developed and managed supplier and permanent staff.
• Initiated EN29000 certification process and conducted quality audit and assurance.
• Examined cost/benefit of Facilities Management.
• Organised and planned 4000 sq ft high-tech office move and Facilities Management floor expansion. (In a more recent role (BT Computer Services Organisation), developing bespoke training programmes for BT staff at various sites related to the software developed on the original programme). Current mentor (2009) is a BT Professional Services senior manager who is willing to provide a reference.

Background

• Lecturer at MBA, MSC and under-graduate level here and abroad. Worked with Henley & Ashridge on Executive development.
• Invited and accepted onto the UK Database of Women Experts in SET (Science, Engineering & Technology) for project & programme management, IT and emotional intelligence. Invited to be on the Global Portal for Women in ICT funded by the United States National Science Foundation, which is currently being developed at the University of Maryland, Baltimore County (UMBC).
• Jill was elected to the British Computer Society Council, SGEC and to the Strategy Panel of the Management Forum, is a member of BCS ELITE group (concerned with excellence in leadership of IT). College Business Governor since 1999 for example advising on a £55 million new build programme specifying the management dashboard, communications strategy and risk management approach.
• Jill has been an Examiner in the topics of Project Management, Programme Management and Support functions for the Certificate (and Diploma) of Project Management for the British Computer Society's ISEB & in IInformation Systems topics for ACCA.
• Many years experience as a successful coach, and a trained MentorSet mentor. Case studies of her work are published in four Hodder & Stoughton books that are now translated into Spanish, Simplified Chinese and French. She has developed course content for Ashridge, lectured at Henley on Executive Development programmes, the University of Portsmouth and its Business School.

1987- present Director, Consultation Limited

1976-1987 Women's Royal Naval Service

Information Technology Specialist, a successful career with early promotion and travel to USA, Belgium, France, Germany and Denmark. Jill worked with central departments reviewing strategies, restructuring and designing elements of the organisation, drafting policies and running major procurements.

Achievements: Study recommendations were accepted by the Navy Board and implemented.