Gordon Bell

Experience

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  Capita Pension Solutions

  Aug 2005 - Nov 2010

  oSetting up a Programme Office.oSetting up and maintaining a Timesheet process for the entire Programme Team (circa 55 people across 5 sites)oSetting up and maintaining a central document repository (SharePoint) for use across all sites.oEnsuring the Programme processes and documentation are compliant with relevant Quality Assurance (ISO) standards oEnsuring the Programme adheres to PRINCE2 Processes and Themes oSetting up and maintaining the Programme Change processes and documentation.oLiaising with other members of the Programme Management Team to collate weekly and monthly resourcing profiles (actuals and estimates to complete) to feed in to Programme financials oRepresenting the Hartshead Programme at regular meetings with the central Capita Programme Office. oSetting up and maintaining Programme workstream reporting templates.oMaintaining a collated log of Programme actions, risks and issuesoEnsuring Programme adherence to FSA principles of Treating Customers FairlyoMaintaining collated Programme dependencies log (inward and outward)oFacilitating the collation and distribution of Programme stakeholder reporting.oRepresenting the Programme as required with internal/external stakeholdersoCo-ordinating Programme audit activity (facilitating meetings, tracking actions etc)oLiaising with Business Continuity and Disaster Recovery representatives to ensure the Programme requirements are documented and included in relevant test plans.oProactively look to enhance existing processes. oWhere appropriate, provide challenge to existing Programme plans and processesoEnsuring timely completion of all personal regulatory training as required by Capita Compliance (Data Protection, Anti-Money Laundering, IT Security etc) oLimited budgetary control.oRetained element of line management responsibility for Glasgow based Implementation Analysts.oRegular travel to other Capita and client sitesoDeputise for Programme Manager as required. Show less oLine Management responsibilities. oOrganising the team’s workload to ensure both client and statutory deadlines were met.oIdentifying issues which may impact on the team’s ability to meet agreed turnaround times and pro-actively introducing measures to mitigate these issues.oEnsuring that agreed procedures were followed and highlighting gaps in the existing procedures which needed to be addressed. oAttending regular meetings with peers and Senior Management to discuss any items of ongoing relevance to the business.oRepresenting Capita at the quarterly Outsourcers Complaints Forum with key clients. This had been set up to discuss regulatory issues and ensure a consistent approach to complaint handing is rolled out across all third party partners. oArranging regular team meetings to discuss team issues and cascade management information as appropriate.oProducing relevant Management Information statistics and reports for senior management.oCarrying out staff appraisals in line with the Capita Hartshead employment practices.oPro-actively managing staff performance/productivity.oFollowing disciplinary procedures in line with company employment practices.o Monitoring staff absence.o Identify training needs and organise training as required.o Vetting CV’s and conducting interviews with prospective new staff.o Ensuring that the team conformed to all regulatory guidelines when processing scheme/member events and dealing with complaints. Show less

  • Programme Office Manager

    Apr 2008 - Nov 2010

  • Portfolio Manager (Pensions)

    Aug 2005 - Apr 2008
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  RBS

  Nov 2010 - Dec 2011

  Programme Office and Operational Support Manager

  oBeing accountable for the integrity of the BSF Change portfolio by ensuring internal and external consistency of reporting, monitoring, and control at both Programme and Project level.oManaging the production of clear, concise and timely management information on all aspects of project delivery both internally and externallyoProviding direct support to the BSF sponsors, project leads and SMEs in terms of programme office governance, standards, quality, tools and techniques.oEffective liaison with other Change Programmes supporting BSF’s engagement with them in conjunction with Programme Manager and Head of Finance Change oProvision of appropriate support on other initiatives across BSF, including people and communications agenda, in collaboration with Communications business partner and Head of Finance Change.oGovernance, development and maintenance of BSF SharePoint site Show less

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  Hewlett Packard Enterprise

  Dec 2011 - Jan 2016

  Leading a high profile Business Process Services (BPS) programme establishing a new Operations and Document Processing Centre. This programme has small TCV but is part of a larger cross-Tower Account which is seen as a key strategic deliverable as part of HP’s longer term aspirations in this area.The scope of the programme covers:- Procurement and build out of new UK Operations Centre site:- Lease the site- Install Secure environment/networks/applications- Contact Centre telephony- Document Processing capability (Scanning, printing, storage)- Recruitment (c115 Operations Centre staff)The networks, applications and telephony are being supplied by other Towers within HP or by 3rd party suppliers, therefore stakeholder and dependency management are key to the success of this programme. My programme team is spread across multiple locations within the UK with other HP and 3rd party stakeholders in North and Central America. Due to the various competing HP interests in this project, the Governance picture is complex with a constant requirement to tailor reporting depending on the end user.I have the full delegated authority of the BPS T&T Lead therefore my responsibilities go beyond those expected of a project management role. My responsibilities include:- Leading the BPS project team- Preparation and submission of all internal and client facing BPS T&T reporting- Stakeholder management (internal and external)- Dependency management- Audit preparation and ownership of actions arising- General PgM activity (Risk, Schedule, Finance, Change management, Procurement etc)- As part of my wider delegated authority I also represented the BPS programme at all internal Account governance meetings. I have full delegated authority to make decisions affecting the programme as business needs change and requirements evolve. Show less Leading a 6 month programme of service and business improvement initiatives covering site and delivery activity. Utilising Lean Six Sigma tools and processes, the programme was established with a minimum success criteria of being cost neutral. The scope of the programme covered all HP Erskine Public Sector Business Units. Workstreams included:- Review and update Staff onboarding processes and artefacts- Project scheduling- Resource demand planning- Quality and delivery metrics (cost of quality)In addition to these formal workstreams, the programme grew organically and picked up a variety of ad hoc opportunities during the period.The programme completed ahead of schedule delivering business benefits and cost savings in excess of expectations. Show less PMO Manager within UK Public Services, Secure Capability Unit delivering Programme Management Office expertise within a key client Contract. Leading a team of PMO Analysts we have prioritised, scoped and delivered a wide variety of both standard and bespoke tools and processes to establish a robust PMO offering in direct support of the Account Management team and our client. I sit on the internal Programme Governance forum as well as the Account Risk Management Forum and Account Finance Review forum representing the Account Delivery Manager. I also attend the weekly client Governance meeting. Outside of the Contract, I am a member of the HP Global Risk Management Team, an HPO Coach and have established relationships with the HP EMEA Account PMO.Recently, I have been asked to support PMO Analysts on two unrelated Contracts by sharing the tools and processes we have put in place, attending Governance meetings as required and offering mentoring support and professional guidance. Show less

  • Business Process Services Programme Manager

    Apr 2015 - Jan 2016

  • Service Improvement Programme Lead

    Oct 2014 - Apr 2015

  • Customer Proj/Prgm Mgr III

    Dec 2011 - Oct 2014
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  Capita Pension Solutions

  Feb 2016 - Jan 2022

  Head of Process (PMO)

  March 2017-December 2017 - Secondment as CEB GDPR Project Manager PMO Key responsibilities• Line management of PMO organisation• Identify and implement improvements in project and PMO processes and services• Provide access to up to date standard project documentation through effective use of collaboration tools• Manage any projects assigned to the PMO applying PRINCE2 Project Management MethodologyKey tasks• Deliver Project Services process improvement projects• Report production to a standard and frequency agreed with the Head of Transition and Change and/or Head of Delivery (Project Services)• Reporting and analysis of project metrics, schedules and budgets• Tracking and reporting Transition & Change resource forecast supply and demand• Provide information about resource availability for projects• Design and maintenance of project collaboration tools• Develop tools for, and providing support to, project deliveries• Maintain project plan templates• Ensure new project requests meet minimum requirements to establish a project mandate• Provision of quality assurance services to projects by tracking and reporting on compliance to project standards• Maintain a culture of continuous service improvement and effective lessons learned tools and processes• Support Transition & Change audit compliance• Provision of ad hoc analysis and reports for senior management• Provision of support to the senior management team, project managers and the wider transition and change team when required• Liaison with key stakeholders, including provision of up to date and accurate project information in an easily understood format Show less

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  Consultancy Plus

  Jan 2022 - now

  Head of Delivery