Project Manager in Truro, United Kingdom

Marks & Spencer moved their head office to a state-of-the-art purpose-built building. While the builders were still on-site putting the finishing touches to the office itself, I managed the entire process of testing the two local infrastructure centers for failover, connectivity, and performance.

After stalling with limited progress, I injected direction, control and pace into this project, ensuring the delivery of a core platform to manage the integration and several phases of correspondence through design, compliance review, development, transition, and launch.

The organization's original business model was based around a monthly payment plan. However, after purchasing a client book from another company, annual payments had to be accepted. This was handled with workarounds for many years until I pulled together the range of change requests, enhancements, and overhauls into a single program of work with a critical mass that allowed a firm business case to be approved and drive investment in the work.

The eCommerce re-platform project moved GAME.co.uk from an outdated VB-based bespoke site to a fully fledged, white label .NET platform. The project saw eCommerce sales increase tenfold and adopted an agile methodology for the post-go-live releases which resulted in over 100 successful releases of new functionality.

GAME's advance merchandising project further built on the success of the eCommerce platform by providing more powerful product management and merchandising on the site, along with flexible faceted navigation and an enhanced user experience. I led the infrastructure project end-to-end, delivering the largest environment GAME had seen to support the powerful Endeca engine.

The de-merger of Marks & Spencer Financial Services into a joint venture with HSBC to form M&S Money demanded a clear division of information and data that was previously open across both organizations. I led the project to identify, analyze, and migrate data to its correct location.

Managed a team of 10 working on Blockchain, Internet of Things (IoT), Solution Architecture, Mobile & Web Application Development, Infrastructure Design & Build, Database Administration, Cloud Implementation (AWS), Quality Assurance, DevOps Services, Business Analysis

Managed a team of 10 that designed and developed the Scan & Go mobile app from proof of concept to production rollout, rearchitected the platform to ensure scalability of the app to 500 plus stores, with app development supported for both Android and iOS.

Managed over 20 project managers, business analysts, developers and testers to develop FaaS architecture layer for multinational retailer's eCommerce, PWA & Responsive web design with integrated frontend layer with Salesforce based backend.

Managed a team of 20 project managers, business analysts, developers and testers co-owning Covid 19 pandemic specific mobile and web solution design, development, and support. Highly scalable, microservices based, cloud hosted backend, and assured scalability through containerised, cluster-based deployment. Executed in a completely distributed Agile manner across China, UK, and India. Faster time to market with rapid development and deployment in under six months. Realtime bidirectional communication. Data self sovereignty and ID2020 certification for the platform. Joint product roadmap & backlog development. 7-Point static testing, early performance testing of APIs and leveraged device-cloud for end-to-end and compatibility testing

Managed a team of over 50 individuals across a range of disciplines, skills and technologies, with 24x7 support through a secured delivery centre, End-to-end POS testing services through remote POS test lab, 24x7x365 end-to-end cloud management and support for the AWS landscape, Mobile Application Development & Rollout, Application Management & Support, BI & Analytics, Quality Assurance, POS Testing, Architecture Consulting, Business Analysis & Project Management, Data Integration, Managed Cloud Support, Infrastructure Security Services and UI/UX Design.

Managed, facilitated, and created, along with two supporting consultants, the Digital Transformation Strategy for a multinational construction firm. Delivered a detailed report that describes as-is processes, associated pain-points and recommended to-be processes and tools. Delivered a Digital Transformation Strategy document that provides a consolidated view of the selected opportunities for change, the principles that underpin the strategy, and the roadmap for change, which prioritises by benefit and immediacy of opportunity. Identified quick-win opportunities for transformation that can be delivered within the timeframe of the Strategy Phase itself at negligible cost and effort. Where the recommended to-be process required the submission of a feature request to an external development group, delivered documents detailing the nature of the feature requests. Estimated the level of effort and cost involved for implementation. Formed a team of representatives from across the organisation's functions and hierarchy that will become agents of change in the implementation stage.

On-site construction teams log and submit Site Diary Entries in a range of formats, from physical paper diaries, through to Microsoft Excel Spreadsheets. This wide range of formats leads to inconsistency in the data collected, and the data is also often unstructured. These two considerations mean that construction firms cannot report against or aggregate the data submitted in a meaningful way. This project built Site Diaries as a Microsoft Power App, considering business continuity, disaster recovery, preparation of training material, delivery of training, provision of training environments, business process documentation and engineering, system documentation and engineering, project management and administration, IT security, software development, communication.

This SAP implementation — the world’s largest B2B ISU data migration — changed the way the organisation does business, changing processes and systems. Peter joined to manage the rollout and transition and then took up a wider role handling all aspects of engagement and delivery, from pipeline, proposals, estimation, process, development, testing, release, transition, and support. On-site Account Manager for Cognizant CBC PMC. Closed a £20m programme of work, reducing headcount to zero, maintaining stakeholder contact, using consultative selling to build propositions and win projects, with sales totalling £5m. Managed Team of 200 across multiple disciplines, spread across UK and India.

This programme delivered a platform for growth using Agile techniques. Peter worked with the business and took the lead on areas of the program that needed attention from the business, including Data Migration, Promotions, Disaster Recovery, Payments, & Refunds, UAT, Logistics Transition, Launch Planning, Production Testing, and Service Transition. Project Managed the development of Target Operating Models and Planning Processes. Managed Onshore and Offshore resources to deliver aggressive plans on time and budget. Developed Transition Approach across multiple infrastructure locations and DR sites. Reviewed Testing, developing new tools that rolled out across the organisation.