BSc Economics; MSc Marketing
Michael’s roles within BPM have been extensive and wide ranging, covering traditional project management and varied change management roles, working in many different environments, including hospitals, government, energy, telecoms and banking.
His wide ranging experience covers mobilisation PMO, day 1 readiness, process development, project delivery, transitional lead and managing asset collation activities.
Working in many different working environments, Michael understands the altered approach required depending on the clients, working with a structured approach to understand the aims and objectives of all parties, to ensure that project completion ends in all parties success criteria being met. This was particularly the case when working as part of the extended FM projects team for a multinational energy firm, delivering a wide array of projects on multiple sites concurrently whilst reporting progress centrally.
Michael’s change management experience has covered both transitional requirements and acting as PMO lead on multiple contract mobilisations, most recently working directly with the NHS insourcing their softs service activities and TUPEing over 1000 staff into the NHS.
During COVID, Michael worked with HMCTS, client side managing the first 2 super-courts in the country which were able to hold trial for up to 12 defendants within court with social distancing guidelines being observed. Both projects were delivered on time and within budget.
Michael has been involved in the procurement process – from specification to tender; evaluation & award, developing and adopting SLA & KPI metrics to support the scoring criterion.
Fully versed in MS Project and Visio, Michael has carried out multiple process development roles in government, energy, defence and banking sectors. Detailing current processes, analysing their effectiveness, efficiency, and alignment to contractual and back-end processes, running workshops, and presenting results to the wider contract management team.