Jonathan Halling

Experience

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  EDS Group

  Sept 2001 - Oct 2003

  • COOL:Gen Developer - Department of Work and Pensions (DWP)

    Jul 2002 - Oct 2003

  • Information Associate - Department of Work and Pensions (DWP)

    Sept 2001 - Jul 2002
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  Electronic Data Systems EDS

  Nov 2003 - Aug 2005

  Project Analyst - Department of Work and Pensions (DWP)

  Worked alongside 5 other team members to establish the Independent Delivery Assurance (IDA) team. The IDA team was responsible for the provision of delivery assurance in relation to areas of new work across existing legacy and modernisation projects via the Independent Delivery Review Process (IDR). The team also performed a reviewing function discharged via project health-checks at predetermined points in the project lifecycle.

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  Accenture

  Aug 2005 - Dec 2011

  Programme Management Office Lead on Egg credit card acquisition/migration (£2.1 bn receivables, 1.4m customers). Established Programme Management Office from scratch, lead development of detailed programme plan, clearly highlighting critical path, milestones and dependencies.Implemented client compliant methods for governance, planning, risk & issue, resource management, deliverables management, transitional supplier change, internal change and status reporting. Developed monthly briefing pack for Steer Co meetings, attended by Barclaycard CIO, COO and the Europe CEO. Led implementation of SharePoint integrated programme portal and associated automated reporting.Developed automated approach to data analysis for daily exceptions/warnings reports received from Barclaycard mainframe providing c.3-hour daily time saving to the Data team.Reported directly to Programme Director and led team of six resources. Show less Programme Management Office Lead on major £140m SAP ERP transformation programme.Mobilised PMO from standing start to a team of 6 FTEs working across the UK, Netherlands and India. Established stringent financial control of £140m budget. Responsible for client financial invoicing and monitoring of milestone-based payments. Led development of high-level programme plan, highlighting critical path, milestones and dependencies.Implemented weekly resource reporting for 400+ FTEs working across 4 countries.Architected joint risk and issue process for Accenture and AstraZeneca. Managed weekly reporting of key programme risks and issues to programme board. Designed and implemented twice daily reporting for 600+ deliverables across a 7-stage process. Led implementation of a suite of portfolio and project management tools to c.400 users including; MS Project Server 2007 ClearCase ClearQuest and RequisitePro. Show less Specific objectives were to prepare for an upcoming ISO27001 government security audit and support Accenture RPA Senior Executives in arranging renegotiation of the portfolio contract by identification of cost efficiencies.Led end to end review of security across engagement, creation of detailed findings report. Established Security Management Forum, ownership of Security RAID log. Represented Accenture at supplier meetings. Audit received only 5 minor findings. Developed a flexible cost model for existing fixed price areas of the contract due for renewal. Developed a series of end to end cost models for the engagement to support contractual renegotiation. Face off to client contracts team, provision of detailed information to address client requests.Deployed a series of portfolio dashboard-based reports covering; Commercial Cover, Design Issues, RFCs, EV Reporting, Engagement Financials, Risks, Issues, Dependencies, Resourcing, Contractual Summary, Service Performance, Client Expectations and Life @ initiatives. Oversaw the revision of existing project toolset to address new reporting framework. Show less Release 3 Programme Management Office Lead for SAP ERP transformation programme. Accountable for the mobilisation and operation of 2 Project Offices in Romania and Portugal.Established Programme Management Offices from scratch, lead development of detailed implementation plan, clearly highlighting critical path, milestones and dependencies.Implemented Accenture development aligned methods for governance, planning, risk & issue management, resource management, deliverable control and status reporting during rapid mobilisation.Responsible for end to end forecasting and reporting of programme financials encompassing £150m budget / 550 FTEs across 8 countries. Led implementation of SharePoint 2007 Portal managing a development team to create an integrated programme portal. Acted as Quality Assurance lead for programme - facilitated QA meetings for senior stakeholders including Global Accenture Board, oversaw all steering documentation to underpin QA meetings. Show less Promoted to lead the PMO after 12 months. Specific objectives included implementation of ClearCase and ClearQuest toolsets and support of the Service Evolution contract. Successfully managed implementation of Service Evolution contract ensuring £21m of advance payments were received prior to contract commencement, received Accenture outstanding performance award. Developed financial processes / reports to underpin the introduction of the c.£30m contract. Delivered roll out of ClearCase/ClearQuest to 230+ users, led the migration of 17GB of documentation c.26,000 files from legacy system to ClearCase. Introduced refined Configuration Management approach. Reported directly to programme board executive, and led a team of 6 resources at peak. Show less Programme Office Consultant for Oracle IT transformation programme of c.230 resources. Led implementation and management of programme control processes covering; programme and project level planning and tracking including monitoring contractual milestones, schedule and budget change control, resource management, status reporting, issue and risk, dependency and quality management.Owned commercial responsibilities ensuring stringent financial control of £30m+ annual budget.Managed successful implementation of Project Server 2003 and SharePoint 2003 rollout to 230+ users working across India and the UK. Show less

  • Barclaycard - Programme Management Office Lead

    Jan 2011 - Dec 2011

  • AstraZeneca - Programme Management Office Lead

    Jan 2010 - Dec 2010

  • Rural Payments Agency - (RPA) - Security/Contracts Manager

    Apr 2009 - Dec 2009

  • Vodafone EVO Release 3 – Programme Management Office Lead

    Apr 2008 - Apr 2009

  • Rural Payments Agency (RPA) - Programme Management Office Lead

    Sept 2006 - Apr 2008

  • Rural Payments Agency (RPA) - Planning and Financial Lead

    Aug 2005 - Sept 2006
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  Barclays

  Feb 2012 - Apr 2014

  Programme Management Office Lead

  Programme Management Office Lead for UKRBB Complaints Management Programme including Payment Protection Insurance (PPI).Restructured and transformed operating model of existing underperforming PMO.Led and facilitated creation of the overall portfolio plan for PPI, responsible for briefing Managing Director and facilitating weekly monitoring/reporting. Implemented automated online toolsets and associated methodology for planning, risk & issue, resource management, financial management, deliverables management and status reporting.Established governance model for both SteerCo, ExCo and MBR, led development of materials for monthly board level governance sessions chaired by Barclays UKRBB CEO Ashok Vaswani.Responsible for production of weekly PPI Exec report for Barclays Board including Antony Jenkins CEO.Received Barclays Gold Award for outstanding contribution. Show less

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  HSBC

  Apr 2014 - Mar 2017

  Delivery Assurance / Process & Controls Senior Manager

  Member of Management Services Team undertaking multiple roles across Financial Crime Risk Transformation.Led and mentored a team of 7 FTEs providing Portfolio PMO services across Financial Crime Risk. Established Assurance Function from standing start, implemented approach to assessment across 3 portfolios of work; c.30 projects. Findings and key themes presented to senior leadership team. Accountable for production and oversight of SteerCo, ExCo and FRB reports, shared with FCA, Monitor (externally appointed US regulator) and Federal Reserve Bank. Undertook assessment of all areas of PMO activity across Financial Crime Risk. Identified areas for improvement, outlined structural recommendations, owned associated transformation plan.Defined and delivered global approach to BAU Change / Demand for Anti Money Laundering and Sanctions portfolios. Established end to end governance and associated committee structure at both global and regional level. Show less

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  Barclays Investment Bank

  Mar 2017 - Mar 2018

  Delivery Assurance / Continuous Improvement Lead

  Delivery Assurance / Continuous Improvement Lead on the International Structural Reform Programme (SRP), to implement the regulatory obligations driven by the 2013 Banking Reform Act within Barclays Investment Bank.Undertook review of end to end programme management toolset to address consistency issues and increase automation. Successfully owned and delivered all associated recommendations.Acted as Quality Assurance lead for programme - facilitated pre board meetings for Programme Director, oversaw all steering documentation to underpin review meetings.Acted as Secretariat to SRP Board attended by Mike Bagguley – Barclays Chief Operating Officer.Owned end to end programme plan and associated control mechanisms covering all regulatory commitments and internal/external dependencies across the bank. Provision of PMO consultancy advice regarding tooling and deployment approach to Managing Director and PMO Director for European Referendum Response Programme.Undertook mentoring/training of project team members for revised PMO ways of working. Show less

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  Capgemini

  Mar 2018 - Apr 2020

  Programme Management Office Director

  Programme Management Office Director on Best for Customer (B4C) Programme implementing Guidewire InsuranceSuite (PolicyCenter, BillingCenter, ClaimCenter), SalesForce and a cloud data platform for DLG.Successfully transitioned all existing PMO activity from incumbent KPMG team within 4 weeks of arrival. Mobilised and mentored an onshore PMO team of 5 FTEs, to oversee a 550 FTE / £60m engagement. Supervision and mentoring of 3 PMO FTEs based in India to improve capability.Accountable for budget control, client financial invoicing and monitoring of milestone-based payments.Led full implementation of automated tooling and associated MI to underpin agile delivery covering daily sprint burndowns, risk & issues, planning, resource management, deliverables management and change control. Tooling has received recognition both from the client and external auditors. Represented Capgemini during 2 external programme audits led by Deloitte.Responsibility for ensuring client acceptance of contractual deliverables including Programme Governance Plan, Operating Model, PMO Handbook and Sprint Completion Reports. Show less

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  Santander UK

  Apr 2020 - Sept 2022

  Process & Controls Senior Manager

  Process and Controls Senior Manager on both the Controls Acceleration Programme (CAP) and the Remediation Programme expediting enhancements to Santander’s financial crime control environment.Mobilised governance framework to assess status across 9 programmes / 52 initiatives / 230 outcomes. Led creation of integrated end to end Programme plan ensuring identification and ownership of cross programme dependencies.Implemented automated toolsets to provide a real time view of milestone completion, submitted artefacts, compliance issues, legal requirements, audit recommendations and change requests. Ensured tight control of scope / timescales via weekly change control process. Undertook delivery assurance, providing check and challenge of all initiatives prior to board presentation. Implemented Daily tracking MI / oversaw production board briefing materials. Acted as interface to external Deloitte audit team throughout life programme. Show less

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  Ardagh Group

  Sept 2022 - now

  Enterprise Programme Management Office Lead

  CIO Transformation (Oct 2023 – Present)Integral to a 3-year transformation to standardise project delivery, financial management, and tooling across the global CIO function transitioning from regionally fragmented processes to a unified, globally driven model.Led a multi-vendor tools selection process, resulting in the adoption of OnePlan, and managed aggressive data migration from legacy systems (KeyedIn, ServiceNow) to OnePlan.Established a PMO Centre of Excellence in South Africa, overseeing recruitment, onboarding, and training Implemented global fortnightly reporting across 150+ active projects, with robust data validation and quality assurance processes to ensure reporting accuracy.Rolled out a global weekly time-tracking system for 350+ users across four regions, significantly enhancing compliance and resource utilisation monitoring.Developed a configuration library with meta tagging to support quarterly SoX compliance. Cyber Transformation Programme (Sep 2022 – Oct 2023)Mobilised and led the PMO for a complex Cyber Transformation Programme to elevate NIST maturity from Level 1 to Level 3 across 11 workstreams, including Network Security, Data Security, and Cyber Resilience & Recovery.Established end-to-end PMO processes covering risk and issue management, plan/schedule/dependency management, status reporting, and change control.Directed a team of 3 PMO resources and 2 regional PMOs, ensuring consistent governance and streamlined project initiation through the development of a robust Project Initiation Document (PID) framework.Collaborated with leads developing project roadmaps, aligning key dependencies/ delivery timelines and goals. Show less