Chris Duffin

– Lead portfolio governance, delivery assurance and executive reporting across a global Technology change portfolio (£20m+), supporting senior leadership with data-driven decision-making and strategic execution.

Key impact: – Delivered a large-scale outsourcing programme to a managed service provider, generating £2m annual cost savings – Reduced downstream change requests by 31% through enhanced portfolio forecasting, planning discipline and risk assessment – Designed and implemented Power BI and Excel-based MI dashboards, improving visibility of KPIs, delivery performance and risk trends at executive level – Strengthened governance and control frameworks, supporting audit, regulatory and compliance requirements across Technology – Established continuous improvement initiatives, identifying automation and AI opportunities to drive efficiency and effectiveness – Built and developed a high-performing PMO team, improving delivery consistency, capability and standards Responsibilities: – Own portfolio financials including budgeting, forecasting, funding governance and business case development – Lead demand and capacity planning to optimise resource utilisation and delivery commitments – Facilitate governance forums and produce board-level reporting and insight – Manage cross-programme dependencies, risks, issues and escalations through to resolution – Conduct programme health checks and stage gate reviews, driving remediation actions – Partner with Risk, Audit, Compliance, Finance and IT leadership to ensure adherence to controls and standards

– Provided global delivery assurance across strategic programmes, reducing risk of failure and improving overall delivery effectiveness. Key impact: – Implemented an Agile governance framework, improving consistency of assurance, transparency of reporting and reducing delivery risk across international programmes – Conducted formal project and stage gate reviews in partnership with Internal Audit, delivering actionable recommendations and remediation plans – Improved Global PMO maturity through enhancements to frameworks, methodologies and assurance processes – Acted as a trusted advisor to programme teams, coaching and supporting recovery of at-risk initiatives Responsibilities: – Deliver independent assurance across global programmes – Produce review findings, executive reports and improvement recommendations – Support governance forums and stakeholder decision-making

– Managed a European Technology portfolio of 25+ concurrent projects, balancing strategic change initiatives with business-as-usual support. Key impact: – Increased delivery velocity by 18% through adoption of Agile and Kanban delivery approaches – Improved portfolio prioritisation and roadmap planning, aligning delivery with strategic business objectives – Strengthened delivery assurance through enhanced tracking of risks, issues, dependencies and performance metrics – Led and developed a multidisciplinary team of 15 across project management, analysis and PMO support Responsibilities: – Own portfolio roadmap, pipeline planning and prioritisation processes – Engage senior stakeholders to define requirements and align delivery to business drivers – Monitor portfolio performance and recommend corrective actions

– Project managed the creation of a data room for a major procurement programme, supporting a high-profile commercial initiative. Key impact: – Designed and implemented governance processes, improving quality assurance and consistency of project artefacts – Enabled effective bidder engagement through structured processes and clear communication frameworks – Delivered robust tracking of milestones, dependencies and progress across multiple workstreams Responsibilities: – Manage programme planning, tracking and reporting – Facilitate governance processes and compliance requirements – Coordinate cross-functional stakeholders and deliverables

– Delivered end-to-end project management across multiple client engagements (including Hyundai, Buckinghamshire County Council, Discovery Foods and the Science Museum). Key impact: – Delivered full lifecycle projects, ensuring alignment to client requirements, timelines and budgets – Produced detailed management reporting supported by data-driven analysis – Contributed to business growth through client engagement, proposal development and RFP responses

– Delivered PMO services across large-scale technology programmes for major clients including MOD, BT, NHS, Scottish Power and BAT. Key impact: – Enhanced portfolio governance, MI reporting and financial control frameworks across client engagements – Improved visibility of delivery performance, risks and financials through structured reporting – Supported successful delivery of complex technology implementations through strengthened PMO capability

– Managed multiple concurrent insurance services projects for clients including AXA, Zurich, Lloyds TSB and RSA. Key impact: – Introduced a resource forecasting model that improved planning accuracy, utilisation and contributed to a 22% increase in profit margins – Successfully managed project pipelines, budgets and resource allocation across the regional portfolio – Strengthened delivery control through improved scheduling and financial oversight