Jiten Khanna

– Delivered senior management and governance reporting across programme performance, risks, dependencies, and key milestones – Produced high-quality project and programme reporting, ensuring status updates were accurate, timely, and decision-ready – Established and facilitated governance forums, steering meetings, and workshops, tracking actions and driving accountability – Led continuous improvement initiatives to optimise reporting standards, processes, and team ways of working – Designed and implemented fit-for-purpose reporting frameworks, reviewing existing outputs and introducing new reporting where required – Configured Jira projects, boards (Scrum/Kanban), workflows, and mandatory fields aligned to Agile and SAFe delivery models – Delivered global Jira training, coaching, and user enablement to drive adoption and capability uplift – Developed team-, programme-, and portfolio-level dashboards to improve delivery visibility and performance tracking – Enabled multiple technical and delivery teams (HWQA, TestDev, CISM, GPU High, CPU, etc.) to optimise Jira usage and operational processes – Led planning and reporting integrations across platforms including Jenkins, Zendesk, Confluence, Optimizely, and Zephyr – Partnered with management, clients, and vendors to define requirements and align delivery outcomes with business objectives – Proactively monitored programme performance, managing risks, issues, and dependencies through structured governance channels – Mentored junior PMO colleagues, contributing to capability development and knowledge sharing – Travelled internationally (Poland, India, China) to establish PMO structures, deliver training, and support programme execution – Utilised Clarity, Jira, Confluence, MS Project, SharePoint, Visio, Excel, and PowerPoint to manage structured delivery artefacts

– Led the Global Colleague Technology Transformation Programme, establishing the end-to-end PMO framework including governance, tooling, templates, reporting, stakeholder engagement, budget, and resource management – Partnered with the Technology Programme Director to ensure alignment of processes, tools, and delivery standards across the programme – Member of the Technology Leadership team, collaborating with Heads of Engineering and Enterprise Architects to deliver programme milestones and build organisational capability – Engaged external vendors and facilitated solution workshops to address programme deliverables, risks, and technical impediments – Owned tracking of programme plans, budgets, and performance reporting to the Programme Board and Executive Committee – Accountable for driving knowledge transfer from Oracle to internal engineering teams, supporting capability uplift and resource augmentation – Supported alignment of revised business case and benefit realisation tracking for Technology initiatives – Delivered high-quality management information and dashboards for governance forums, enabling data-driven decision making – Consolidated and managed programme-wide risks, issues, audit actions, resource planning, and status reporting – Line managed a geographically distributed team (India & Poland), supporting performance development, objectives, and career growth – Delivered regular training and upskilling sessions across UK and offshore teams to embed PMO standards and tools – Travelled internationally (Bengaluru, Poland) to implement PMO frameworks and governance in partnership with local leadership and PMO teams

– Supported the Head of PMO in defining, communicating, and maintaining programme and workstream planning standards across a complex transformation – Coordinated delivery across six internal workstreams, third parties, and interdependent programmes within the wider Tesco Group – Developed and maintained integrated programme plans providing visibility of key activities, milestones, dependencies, resource demand, and variance against baselines – Delivered high-quality management information and dashboards to support governance forums and executive decision-making – Ensured cross-functional alignment across financial controls, risks, issues, audit/assurance, dependencies, and programme status reporting using Jira and PMO reporting tools – Partnered with business functions and programme teams to manage shared constraints, interdependencies, and planning-driven risks – Led collaboration with the GAA team on internal audit and assurance reporting for the programme – Designed and delivered regular training and upskilling sessions for colleagues across teams and functions, including structured training guides and leadership-focused sessions – Travelled internationally to Tesco India offices to align on programme processes, governance, and delivery standards with regional leadership

– Developed and delivered the Clubcard strategy (2016-17), aligning technology initiatives with customer and business objectives – Coordinated cross-functional delivery of technologies, products, features, and customer deployments across enterprise platforms – Assessed critical paths and dependencies, facilitating alignment between programme teams, product management, and engineering – Led programme planning activities including milestone definition, scheduling, and tracking to ensure delivery within time and budget constraints – Managed programme-level risk processes including identification, analysis, mitigation planning, and monitoring – Consolidated and communicated programme insights to extended teams and senior management, enabling informed decision-making – Evaluated existing processes and introduced improvements, driving adoption of best practices, tools, and delivery standards to enhance efficiency