Greg Krawczyk

Experience

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  AtkinsRéalis

  Sept 2008 - Sept 2009

  Assistant Surveyor

  AtkinsRéalis, a world-leading design, engineering, and project management organization. I worked alongside 1000 staff, part of the project management function in Bristol, formerly called Faithful & Gould. We served various sectors including health, education, and industrial.🎯 Project Support, Royal Mail:🔹 Produced CAD designs and conducted site inspections for the Rationalisation Transformation Programme, managing design development for delivery sorting offices.🔹 Contributed to the Royal Mail Mechanisation Framework, remodeling over 300 depots.🔹 Included a lot of contract administration associated with the project management.🎯 Designer, NHS Corsham Hospital:🔹 Created CAD designs for NHS hospital projects, including contracts adminstration.🔹 Ensured adherence to industry standards, overseeing measured surveys and planning. Show less

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  Currie & Brown

  Sept 2010 - Dec 2011

  Assistant Project Manager

  Currie & Brown is a multinational provider of cost management, project management, and advisory services. I was based in the London office with 200 other professionals, serving health projects and a range of other clients.🚀 My role was to support and manage a variety of projects, including healthcare and infrastructure initiatives.🎯 Risk Analyst, Network Rail Crossrail🔹 Seconded into Network Rail’s risk management team, on the £3.5bn western approach.🔹 Handling risk identification, workshop validation, meeting and agenda management, data capture, data quality inspections, and analysis. Used ARM risk tool.🎯 Assistant Project Manager, NHS King's College Hospital: 🔹 Managed planning around patient-centered care and healthcare regulations for a £7.5m A&E refurbishment while keeping it operational.🔹 Maintained risk registers, budget information, and tender assessments; supported board meetings and prepared minutes. 🎯 Other Roles: Acted as an assistant employer's agent for Lend Lease on a £125m extension of Bluewater Shopping Centre and as an assistant contract administrator on several Building Schools for the Future/Social Housing projects (£5m - £10m). Show less

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  Eze Castle Integration

  Dec 2011 - Jul 2014

  Project Manager

  ECI provides managed services, cybersecurity, and business transformation for mid-market financial services globally. I worked from the London office with a team of 50 IT engineers, alongside a sales and marketing team.🎯 Task: Deliver information technology deployment, cloud hosting, ITSM design, telecoms systems, and audio-visual solutions for hedge funds, alternative investment funds, and boutique banks.🚀 Action: Some key clients (there were more)🔹 IT Delivery Project Manager, Oceanwood Capital: Led the de-merger of three entities for a finance hedge fund based in London and Malta. Delivered new ITSM service, Cisco networking stack, audio-visual equipment, desktop rollout, Avaya voice solutions, cloud migration, Outlook exchange system, file systems, and application servers.🔹 Project Manager, BlueBay Asset Management: Delivered a £1.25m telecommunications system for a top 10 global fund. Managed a UK/US team to set up an Avaya-based solution, ITSM help desk, and trading telephony, overseeing risk and go-live management.🔹 Project Manager, Abingworth Capital: Led the team to upgrade infrastructure across London and two US offices, including cloud migration, colocation relocation, and ITSM/ITIL help desk setup. Used cloud infrastructure, Cisco, Dell, HP, and Avaya; agile resource management ensured smooth delivery.✅ Result: Delivered projects on time and within budget, achieving objectives and key results. Enhanced IT infrastructure and operations, resulting in successful new setups for financial clients, with positive feedback from stakeholders. Show less

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  Leslie Clark Construction Consultants

  Jul 2014 - Jan 2015

  Project Manager

  Leslie Clarke, a 75-old construction consultancy based in London, services many high-end retail and commercial customers across the city.🎯 My Role: Manage projects for various clients, including Nokia, LavAzza Coffee, Blow Fast Beauty, Goldsmiths Jewelry, and New Look retail, with project values ranging from £0.25m to £3m.🚀 Action:🔹Managed three projects for Nokia, covering PMO interface, scope definition, planning, budgeting, reporting, and competitive tendering.🔹For retail clients, engaged stakeholders, including sponsors, users, and staff, facilitating risk workshops, schedules, and budget management.🔹Created work breakdown structures, cost controls, and procurement plans, ensuring integration with IT suppliers.✅ Result: Successfully delivered multiple projects on time and within budget, ensuring smooth execution for high-end clients. My work led to increased project efficiency, client satisfaction, and seamless integration of IT systems into construction projects for retail businesses across London. Show less

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  JLL

  Jan 2015 - Mar 2016

  Senior Project Engineer (Project Manager)

  Jones Lang LaSalle (JLL) is a global and leading real estate services firm, I worked for the Sydney office, playing a key role within their 60+ project development team. Below is a summary of my key roles: 🎯Project Manager, Thomson Reuters🔹 Situation: Managed the relocation to a new £8m, 4500m² head office and upgraded an existing 1250m² office.🔹 Action: Oversaw stakeholder engagement, quality management, budgeting, scheduling, UAT, and commissioning.🔹 Result: Achieved seamless operational transition and functional integration of new office spaces.🎯 Project Manager, AstraZeneca🔹 Situation: Directed the 3000m² head office fit-out.🔹 Action: Managed project teams, maintained communications with key stakeholders, and shifted to an agile management approach to optimize delivery.🔹 Result: Delivered a functional office environment, enhancing project delivery speed and reducing risks.🎯 Project Manager, Google🔹 Situation: Led the enhancement of Metcalfe Park to increase public and business use.🔹 Action: Applied negotiation and leadership to secure financing and support; implemented Wi-Fi, solar charging, and event spaces.🔹 Result: Improved park utility and community engagement, managed project budget efficiently.🎯 Master Scheduler/Planner, Land & Housing Corporation🔹Situation: Supported a 15-year programme to develop 20,000+ residential units, 30% for social benefit.🔹Action: Provided detailed scheduling with Microsoft Project, facilitated planning workshops, and managed resources.🔹Result: Optimized timelines and resources, ensuring on-time progress of the housing initiative.✅ Overall Impact: My contributions at JLL delivered projects with a strong profit margin and got some great stakeholder and client feedback. Show less

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  AECOM

  Aug 2016 - Dec 2018

  Project Manager (Major Programme)

  AECOM is a leading global engineering consultancy specialising in the built environment. I was based at the Oxford office, focusing on the Science Hub Programme, initiated by Public Health England in 2009 with a £450m budget to establish a new science facility in Harlow.This was a major government transformation programme, here's a summary of my key roles 🎯 Project Manager, General Buildings Project🔹 Situation: AECOM managed infrastructure and general buildings.🔹 Action: I managed a £30m construction project, including educational, logistics, and security buildings, leading a team of 10-20 engineers, architects, and consultants. Utilized Prince2, BIM level 2, and NEC3 collaboration contracts.🔹 Result: Drove the project from concept to detailed design, gaining executive approvals and significantly reducing costs through value engineering.🎯 Project Controls, Infrastructure Project🔹 Situation: Responsible for a £90m project involving site preparation and essential infrastructure.🔹 Action: Managed aspects of, and occasionally led, the project. I was responsible for managing large elements of the programme-wide (£450m) complex procurement, innovating dependency management techniques using iMAP from Crossrail.🔹 Result: Established a framework that synchronized timelines across projects effectively.🎯 Sub-Project Manager, IT Infrastructure🔹 Situation: Managed IT infrastructure within the broader £90m project.🔹 Action: Managed the development of ICT systems across the programme, establishing governance and technological integration.🔹 Result: Delivered detailed IT plans, facilitating collaboration across construction projects.✅ My direct management techniques and leadership minimized costs, streamlined processes, and advanced all projects through crucial design phases, contributing to the successful launch of PHE's new campus. I recieved great feedback from the programme leadership team. Show less

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  I3Works Ltd

  Jan 2019 - Feb 2023

  At i3Works, a medium-sized management consultancy based in Bristol, I contributed to substantial growth from 25 to 125 employees, focusing on defence and public sector projects. My role included managing junior consultants and leading major projects across various sectors.This role relates to a full time interim secondment as the Portfolio Office Manager (PMO), for Age UK in London, to their Digital & Technology department.At Age UK, the Digital & Technology department required a solution to handle increasing project complexity, customer demands and the need to prioritse work within the project portfolio.🎯 Task:Implement a complexity context-driven and agility-designed portfolio management solution using the Praxis Framework and Business Integrated Governance (BIG) derived methodologies.🚀 Action:• Introduced agile portfolio prioritization, ITIL, and Cybersecurity Governance.• Implemented iterative triage and requirements definition processes.• Development of Age UK's first project/programme lifecycle.• Established portfolio data analytics, including risk, time, budget, and cost forecasts/estimates.• Used Power BI data visualization and Power Automate to enable board reporting.✅ Result:• Achieved an 80%+ improvement in schedule forecast quality.• Innovated the resource capacity management process, resulting in a 20% improvement in staff sentiment.• Headhunted for new role to establish Age UK wide PMO function. Show less During my time at i3Works, I completed various interim and contract roles:🎯 UKRI: P3M3 Capability Maturity Assessor🔹 UK Research and Innovation fund, overseeing a multi-£bn portfolio, aimed at advancing UK projects ranging from battery initiatives to nuclear power.🔹 I developed a maturity service line for i3Works and led a P3M3 assessment, providing UKRI with recommendations to enhance its ability to deliver projects and programmes.🎯 Hitachi Rail UK: Schedule Capability Maturity Assessor🔹 Hitachi UK Rail, providing trains for various projects, including HS2.🔹 I led assessments on governance and scheduling performance, recommending improvements to planning, including innovative methods to mitigate human bias.🎯 Transport for London (TfL): Agile Project Assurance🔹 Tasked with ensuring successful IT projects for TfL.🔹 I reviewed projects like the £116m iBus2 and GDPR programs, covering all aspects of project management.🔹 I provided comprehensive feedback and advice to improve project outcomes.🎯 Network Rail: P3M Governance Designer🔹 Network Rail's Telecoms Division aimed to enhance its project, programme and portfolio (P3M) maturity through its 50-person PMO, via a transformation programme.🔹 I designed and implemented new governance structures, including the "Business Integrated Governance Framework" and "Data Enabled Decision Making."🔹 These changes improved NRT's adaptability to deliver strategic objectives, with confidence.🎯 London Stock Exchange: Project Manager🔹 Led ITSM projects, managing a team of three plus quality assurance.🔹 Engaged with stakeholders across LSEG, mitigating risks, and deploying ITSM tools on time, resulting in minimal quality issues and positive feedback from senior LSEG directors. Show less 🔹 Situation: i3Works had been struggling to win public sector work via government bids since it started, 5 years earlier in 2014. Urgent change was needed to improve prospects of success. 🎯 Task: I was approached by the managing director to fix the problem, and get i3Works into winning public sector bids.🚀 Action:I immediately initiate and lead this as a business transformation programme, and:• Applied Managing Successful Programmes (MSP), Agile PM, Scrum, Lean, and change management team motivation techniques.• Applied change management, a lot of it, including an innovative change sentiment and culture survey.• Implemented staff training and introduced new bid process and CRM platforms.• Strong support from the managing director to engage the senior leadership team was key.✅ Result: Developed and implemented a new bid and business development operating model that generated £1 million in new revenue growth in the first year, brought in clients sectors from new sectors including Nuclear and created a new sales and business development function. Show less 🔹 Situation: Based in Corsham, Wiltshire, I was tasked with procuring a new multi-million-pound hosting system to provide infrastructure (servers, storage, secure hosting, etc.) in an easy-to-use and cost-effective package for the entire MOD.🎯 Task: Turn around the cloud hosting project to optimize the original business case for cost and speed.🚀 Action:Mobilised a hybrid team, blending Prince2 with Agile SAFe, to produce and test business case options.Worked with various government bodies to align project goals and secure approvals.Applied Agile SAFe sprint-based delivery, DevOps, and ITIL, managing roadmaps, requirements, and scope effectively. Negotiated and resolved conflicts, ensuring smooth project progression.✅ Result: Demonstrated the MOD's initial proposal as poor value for money, leading to the adoption of a far cheaper alternative. This move avoided a failed procurement, saving taxpayers millions by steering clear of an expensive solution. Show less

  • Portfolio Office Manager (PMO)

    Dec 2021 - Feb 2023

  • Senior Consultant

    Jun 2020 - Dec 2021

  • Programme Manager

    Oct 2019 - Mar 2021

  • Senior Project Manager, MOD: Defence Digital

    Jan 2019 - Sept 2019
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  Age UK

  Feb 2023 - Jul 2024

  Age UK is the UK's largest charity for older people. When I joined the charity, it had a turnover of around £160m approximately 1000 central office staff and many thousands more working at partner Age UK offices. With 30k+ volunteers, the charity is structured like a business. There is a commercial arm selling insurance products and services, an international development arm, a fundraising team, a government influencing team, and the all important team providing services like telephone friendship.🔹Situation: The Digital & Technology team, had grown to incorporate digital, CRM, data, technology, automation, project management, and product management teams. Around 100 people. It was lacking in structure and process. Change was needed to improve low staff satisfaction rates with IT and to change the perception of IT from a back of office resource, to a strategic asset.🎯 Task: Lead the transformation program called "Get Organised" from day 1. Establish a customer-centric operational model that integrates the department more closely with strategic business objectives.🚀 Action:• Defined the program objectives and outcomes with full senior D&T team (SLT) and C-suite buy-in.• Established resources to develop the I&T operating model, using the Gartner conultancy design.• Embedded good practice, incorporating Prosci, Scrum, Agile, and Managing Successful Programmes.• Rapidly introduced new processes to process customer work through the deparment, prioritising what mattered most to the customer. ✅ Results: Key to my success is measuring the value we want to create from the outset. Here are examples from my first 4 months in the role:• 30% reduction in customer request response time.• 20% increase in customer sentiment towards performance processing requests.• 5-10x improvement in delivery timeframes for business change projects.Very good feedback received from the Director of D&T and senior leadership team, including contract renewals. Show less 🔹 Situation:After setting up the Digital & Technology PMO in 2022, I was approached to set up a central PMO function, reporting into the new Director for Strategy.🎯 Task:Establish and lead a new PMO, fostering a culture of strategic alignment and delivery across the 10 new strategic programs.🚀 Action:I began by systematically interviewing directors and executives to establish expectations and needs for the Portfolio Office. From there:♦ I established the PMO services using the Axelos P3O model♦ Recruited a team of three including a change manager, quality manager, and PMO analyst. ♦ Actively mentored a community of 48 project professionals.✅ Result:Improved strategic program oversight, project management maturity, and capability of staff managing projects.After setting up the PMO, I took a new role leading a high value IT transformation programme (see above). Show less

  • Programme Delivery Manager

    Nov 2023 - Jul 2024

  • Strategic PMO Manager

    Feb 2023 - Nov 2023
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  Confluity

  Sept 2023 - now

  Founder & Outcome Ace

  I created Confluity to empower those who need to deliver big change and projects with the right tools and support. Let’s make "highly successful" the norm.🌐 About ConfluityGlobally, projects contribute about 20% to the GDP, involving approximately 88 million professionals, with around 1-2 million in the UK alone. However, only around 0.5% to 35% of legacy projects are considered highly successful.🎯 At Confluity, our mission is to significantly boost UK productivity. We achieve this by simplifying Nobel-prize and leading university-derived methodologies to enhance project success rates.🛠️ Our ServicesResourcing: Confluity quickly connects businesses with high-calibre project management professionals adhering to our Confluity Success Standard.Masterclasses & training: Unlock the secret sauce of super powered project and change delivery.Project Delivery Improvement: Upgrade your organisation to apply the underlying factors that result in succesful projects. Show less