Jessica Sayers

Experience

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  MAG (Airports Group)

  Sept 2008 - Apr 2018

  - Development and maintenance of strong collaborative relationships with Programme Managers, Project Board and other key internal and external stakeholders, to ensure full mutual understanding of projects’ strategic and delivery objectives, to report on and review project performance, and to agree solutions that resolve complex issues.- Lead the design of, agree and implement project plans, to ensure that all activities are appropriately organised to deliver project objectives, are appropriately resourced to deliver the required outcomes, and comply with PDS and locally defined procedures.- Contribute to the development of robust business cases, to clarify business benefits, quantify resource requirements and identify project interdependencies.- Manage, lead and motivate the team of Project Managers and Assistant Project Managers, to ensure effective performance is delivered and to support their personal development- Leadership of teams whereby culture of openness, cooperation and trust is well established amongst all team members, leaders, managers, customers, and with all stakeholders through a strong team oriented approach to work- Management of projects from initiation through to completion of a wide variety of diverse projects within a highly complex, customer facing and security conscious environment - Demonstrated record for managing teams to successful development of complex, medium/high risk projects or high profile projects, where there is a wide range of parallel and mutually dependent activities- Established reputation of managing complex relationships with diverse stakeholders with conflicting needs, views and opinions, utilising excellent interpersonal skills to influence these relationships in order to reach agreements and positive outcomes for the project. - Established background in managing and maintaining agreed project plans and detailed stage plans in conjunction with delivery partners Show less - Engage with key corporates and organisations across the North of England to understand their corporate travel requirements. This was to produce a support pack which undoubtedly outlined the benefits to specific airlines about the clear choice of Manchester Airport as a direct flight destination. This was the first iteration of this type of project and proved hugely successful. This process model has now been adopted into MAG as best practice-1 month internship in China, to build business relationships. Primarily focussed on designing a market profile of the British traveller to grow their consumer base, and to develop an understanding of the Chinese traveller, to improve the MAG product to attract these customers and build greater demand. - Organising and hosting quarterly engagement events, these were informal platforms to widen relationships and to introduce different organisation to build better working relationships between various stakeholders and to identify opportunities for collaboration.- Delivery of the Manchester Investment Portfolio. This required gaining support from and engagement with commercial and public bodies at a senior level across Greater Manchester to design and deliver an investment portfolio for Manchester. Including high value investment opportunities, information about Manchester and investing in the UK. This required the careful management of expectation from both key stakeholders and the Manchester China Forum board, through tactful negotiations, compromises and clear messages- Project management of a major corporate change programme, which will change the way MAG operates and affect many staff; including the establishment and implementation of the programme plan, communications plan, risk assessment. This programme had 4 extensive work streams, each had attempted to make these changes historically; as such it required an innovative approach and required excellent communication, motivation and organisational skills throughout Show less With a carbon neutrality (2015) commitment, the role involves responsibilty to work with onsite partners to encourage and support them in measuring and reducing their scope 1 and 2 carbon emissions. This is achieved through collaboration and knowledge sharing. Producing strategic and comprehensive communication plans for the environment department to ensure understanding and support throughout the organisation. Primary responsibility for data management for the purpose of public and internal reporting, government compliance and taxation. Show less

  • Project Manager

    Oct 2014 - Apr 2018

  • MAG leadership development scheme

    Oct 2012 - Oct 2014

  • Environmental Assessor

    Sept 2008 - Sept 2012
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  National Highways

  Apr 2018 - Apr 2025

  My approach to governance and assurance is entrenched in impartiality, integrity and clarity to continuously improve the capability of all concerned including addressing behaviours. Identifying knowledge gaps and developing different training and awareness methodologies to support the understanding across all levels. Through all activities I undertake in my role I have established an open and honest environment which nurtures a culture of constructive challenge regarding the way work is undertaken, the accountability for this and identifying opportunities for improvement to support the success of projects and the development of the individuals involved.My role incorporates a wide variety of topics which I oversee for the Programme including, integrity, modern slavery, budget breaches, conflicts of interest, delegations, change etc.Created a strategic approach to the focus of governance. Identifying critical issues resulting from reviews to Senior Leadership. Producing and proposing to appropriate management interventions including improvement strategies further gaining support for vital new ways of working.I have introduced standardised monthly reporting at governance forums for the RIP programme, ensuring RIP remains compliant, transparent and with supporting auditable systems for decision making and documentation. I safeguard that all activities are consistent with corporate direction and requirements, for both delivery and standard activities. This is reviewed annually by the Central Audit Division. I maintain focus on this throughout the year, engaging on specific topics on a regular basis. I identify and report emerging issues and trends in performance and behaviours related to governance through the analysis of complex data; to enable the identification of best practices and opportunities for improvement, thereby developing strategies for achievement. I document this and share best practice and lessons learnt across the organisation. Show less Being responsible for developing a benefits and value methodology for Highways England, ensuring that our schemes understand and articulate the holistic outcomes of schemes both monetised and non-monetised. This balanced perspective supports schemes and Sponsors to really understand the impact of change on the schemes ability to meet its objectives and deliver the best outcomes for our customers, stakeholders, environment and network operators. To support this I have developed and assisted in the development of numerous tools including:- Benefits registers- Benefits mapping techniques and standard operating procedures- Benefits Realisation and Evaluation Plans- Value Management Delivery Plans- Options Sifting Tools- Value Management ReportsBy developing these standardised templates and ways of working I ensure that Teams are provided with information to understand if we are delivering the right scheme and that the schemes will meet their agreed critical success benefits, providing guidance and challenge as and when appropriate. This standardised way of working allows Highways England to demonstrate and designs led by and outcomes focus in a consistent and auditable way across our large investment portfolio of £26bn. I am strategically minded and always work in a proactive way to identify gaps in knowledge and understanding, as well as this I will then engage in the work to support Highways England to move forward, and drive change, with particular focus currently on Carbon and Social Value. My work helps us to be articulate the benefits narrative of schemes both for the Strategic Business Case and externally to our customers and stakeholders. I have helped to establish Highways England as one of the industry leaders in Benefits Management. Show less

  • Governance Assurance and Change Lead

    Nov 2021 - Apr 2025

  • Regional Benefits and Value Manager

    Apr 2018 - Oct 2021
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  Department for Transport (DfT), United Kingdom

  Apr 2025 - now

  Public Inquiry Policy and Sponsorship Lead