Kelly Steed

Experience

• 

  The Natural World

  Dec 2002 - Jun 2006

  Store Supervisor, promoted to Deputy Store Manager
• 

  Boots UK

  Jun 2006 - Oct 2012

  •Responsible for the new product development of 4 key Christmas gift programmes over an 18-month lifecycle; encompassing 30 ranges and over 350 gifts, each with multiple packaging and product components.•Achieved highest ever availability for the Gift Food range for the launch of Christmas 2011 (most items sourced and shipped from the Far East).•Proactively managed the emerging risk regarding the new regulatory Anti-Dumping Duty (ceramics) to ensure financial exposure was fully understood and could be budgeted for – ensuring consideration was made for the impact across the whole of the Christmas range (not just my own areas).•Led the programme management department’s ‘Great Place to Work’ employee engagement group, which provided a voice for the 20+ project managers, and fed in to the senior companywide panel. Spoke up and prevented a proposed role title change that was perceived as detrimental by the project management community. Show less

  • Project Manager – Seasonal Gift

    Nov 2010 - Oct 2012

  • Assistant Supply Manager - No.7 & Fashion Brand Cosmetics

    Apr 2007 - Nov 2010

  • Supply Assistant – Supply & Merchandising Helpdesk

    Jun 2006 - Apr 2007
• 

  Pattonair

  Oct 2012 - Mar 2017

  Established the strategic PMO •Provided centralised governance of the global 3-year transformation plan with oversight of the portfolio, consisting of 17 projects worth over £25m in efficiency and inventory savings. 65% over performance achieved in year one (£9.8m savings delivered against £5.9m target).•Rigorous validation of project assumptions, costs, benefits and timescales provided assurance that stated benefit were achievable and measurable – over £1m of ‘double counting’ removed from forecast.•Implemented MI and reporting of portfolio status to the senior leadership team, CEO and company/investor board – PMO were the one trusted version of the truth.•Introduced and facilitated a weekly Project Review Board to provide visibility of progress, blockers and successes to senior stakeholders (meeting chaired by the COO) to ensure projects and benefits remained on track.Project and programme management standards and framework•Designed and implemented the PMO and project management approach, including creation a scalable five-stage project lifecycle tailored to suit the needs of all levels of managed change within the business.•Created project management standards with supporting templates and an intranet site to provide coaching to project sponsors and leads (the majority of whom were not PPM professionals); supported them in applying the correct governance and controls to deliver projects successfully and effectively. Show less Programme managed strategic client deliveries (Rolls-Royce civil large engine kitting)•Achieved the extremely challenging 12-week deadline to deliver the proof of concept on-time with 99% OTIF delivery.•Ensured effective plans were made and the associated training was in place for hand over to ‘business as usual’ at the end of the implementation phase, ensuring customer service was not compromised.•Introduced load and capacity planning to understand the impact of additional customer requests and further roll-out.•Utilised six sigma continuous improvement tools and techniques to ensure maximum efficiency within the operational processes as part of a post implementation review – resulted in a 21% increase in output.Employee Engagement Forum representative (ACAS trained)•Provided an avenue for colleagues to raise concerns and ideas, committed to delivering improvements that made a positive difference. Show less

  • Project Management Office (PMO) Manager

    Apr 2015 - Mar 2017

  • New Business Implementation Lead, pomoted to Project Manager

    Oct 2012 - Apr 2015
• 

  Experian

  Apr 2017 - now

  Regional Lead• Accountable for overseeing the successful execution and delivery of an audit portfolio spanning the EMEA, APAC, and UKI regions, in addition to select global functions. Audit scopes include key controls and risks covering security, operations, data lifecycle, regulatory compliance, transformational change, mergers and acquisitions and technology.• Fostering and maintaining strategic relationships with senior stakeholders, including regional C-suite executives and market Managing Directors. Providing proactive risk, control, and governance counsel to support the identification of emerging risks and areas for independent assurance. Providing ongoing advisory services to maintain controls and robust risk management through significant regional transformations.• Prepare executive reporting for, and actively participate in, regional Audit Committee and Risk Management Committee meetings, and various project steering groups. Sharing valuable insights, including observations and best practices, from completed global audits and providing consultancy on pertinent matters.High Performing Team• Management of two audit squads with eight direct reports, mentoring team members through candid, constructive feedback. A servant leader who empowers the audit team to achieve organisational goals, helping them develop from within the team; four direct reports promoted to Senior Audit Manager roles and one to Audit Director.• Leadership and involvement in global projects and initiatives, supporting the strategic direction of the Global Internal Audit (GIA) function through efficiency and effectiveness improvements. Show less Delivery of a High Quality Internal Audit Plan• Own the development of the rolling audit plan for the UKI, EMEA and APAC regions; driving the timetable for annual planning activities. Maintenance of the annual plan and backlog within the risk management system to ensure up-to-date management information can be provided to internal stakeholders and the Audit Committee.• Introduction and facilitation of quarterly plan and prioritisation reviews, ensuring the agility and relevance of the audit plan, with the opportunity to propose additions or changes to align to the evolving business and risk landscape.• Ensures all reviews adhere to Global Internal Audit standards, guaranteeing the overall quality of audit deliverables and providing valuable insights to the business. Ensures observations are shared early with auditees, focusing on the risk they pose to the business and ensuring management action plans effectively address the root cause.• As part of the Global Internal Audit Executive Team, constructively challenge local and global audit reports, emphasising root cause identification and ensuring consistency of observation and report ratings. Show less Audit Execution• Played a lead role in the planning and execution of audits across the UK&I, EMEA, and APAC regions, overseeing a spectrum of business and IT processes. Reviewed Audit Team workpapers, finalized audit reports with senior management, and ensured tracked actions effectively mitigated business risks.• Managed stakeholder engagement throughout the audit lifecycle, fostering collaboration to involve auditees and deliver value-added insights. Received positive feedback from management in post-audit sessions with the Regional Head of Audit.Continuous Improvement• Orchestrated risk assessment and identified new audits for annual plans in assigned business areas. Engaged in discussions with business executives and risk management teams, cultivating relationships with senior stakeholders to provide risk, control, and governance consultancy.• Actively participated in GIA projects, supporting the strategic direction and continuous improvement of methodologies. Utilised previous Project and Programme Management (PPM) experience to engage global audit teams, sharing knowledge and developing an intranet site for project auditing insights.• Provided ongoing assurance counsel to the UK&I Transformation programme, identifying and addressing areas of risk and concern. Contributed to the governance model, identified data quality concerns, and facilitated discussions on project interdependencies within and outside the portfolio. Show less Transformative Leadership• Successfully revitalised and rebranded the PMO into a Centre of Excellence, shifting from retrospective assurance to proactive engagement.• Introduction of a user-friendly Quality Management System (QMS) intranet site which achieved a 95% visitation rate.• PwC audit in August '19 awarded a 5-star maturity rating to the PMO framework, attesting to its well-established and continually improving nature.• Established a quarterly cycle for ongoing efficiency of standards and templates, actively seeking feedback from the Project and Programme Management communityPortfolio Management and Operational Excellence• Oversaw change management across approximately 120 projects, programs, and agile teams with a budget exceeding £45 million.• Introduction of weekly Portfolio Delivery Reviews significantly reduced the average weeks at red within six weeks.• Implemented and managed the 'Entry to Delivery' gate, ensuring projects only commenced with prerequisites met or associated risks comprehensively understood.• Implemented Management Information (MI) and reporting mechanisms, providing visibility to senior leadership, sponsors, and stakeholders.High-Performing Team:• Prioritised the development and coaching of the PMO team, leading to consistent achievement or surpassing of annual objectives.• High scores on the 'Experian Way' behaviours reflected the team's dedication to fostering a positive and collaborative working environment.• Led in managing utilisation and work allocation across the PMO team, introducing a capacity planner for workload and priority understanding. Show less Portfolio Management and Operational Excellence• Established a central knowledgebase for sharing lessons learned, resulting in a reduction in the volume and cost of change requests and improved customer experience.• Effectively balanced traditional/waterfall and agile methodologies, ensuring adaptability to dynamic project needs. Provided governance tailoring consultancy, ensuring the framework struck a balance between control and innovation.Quality Assurance and Risk Mitigation• Designed and implemented a process for objective assessment of delivery controls, resulting in an 80% improvement in auditable controls.• Managed health check audits across the portfolio, positively influencing direction and providing quality assurance. Show less

  • Senior Internal Audit Director

    Jul 2023 - now

  • Internal Audit Director

    Apr 2021 - Jul 2023

  • Senior Audit Manager (Global Internal Audit)

    Apr 2020 - Mar 2021

  • Head of PMO - UKI

    Jul 2018 - Apr 2020

  • Senior PMO Analyst

    Apr 2017 - Jun 2018
• 

  Greenwood Academies Trust

  Jun 2022 - now

  Trustee (Non-Executive Director)

  Contributes strategic oversight to Greenwood Academies Trust (GAT), a charity managing 37 academies across diverse East Midlands communities, including primary, secondary, and special educational needs and disabilities (SEND) schools. As a seasoned leader in audit and assurance roles, oversees financial reporting, risk management, and internal scrutiny, fostering transparency and compliance. Leading committee meetings, liaises with external auditors, providing constructive challenge and support to enhance the Board and executive leadership team's risk maturity. With a commitment to ethical standards and proven experience strives to drive operational excellence, ensuring GAT's continued success in delivering quality education across its varied academies. Show less