Stephanie Alden

• Joined the Core Team, taking over from a part-allocated resource. DevOps@Shell is a multiyear journey to enable DevOps teams to become autonomous and end-to-end accountable for delivering and operating IT • Developed and delivered all Business change artifacts, ramping up the frequency and targeting of communications using multiple channels to raise the profile, together with the delivery of a new brand • Collaborated with the Touchless Change Management team to create a range of content to deliver a schedule of sessions to an audience including Product Managers, Software Engineers, IT Ops Managers. This included interviewing teams with success stories for inclusion • Created a selection of ‘how to’ videos for newly released Codified Templates; these (together with ‘readme’ content) will be used to support f2f/virtual education sessions using a ‘Hello Shell’ lab environment to teach software engineers (yet to be scheduled) • Together with the Site Reliability COP Lead, delivered a 3-day event for Software Engineers in Bangalore. This included presentations from Microsoft and AWS, together with hands-on lab sessions, attended by ~700 • Took an in-progress Portal and together with designer/developer delivered a fully-functioning one-stop-shop portal for DevOps@Shell covering each of the four workstreams • A member of the IDE Change Team, ensuring Change/Comms activities align and a regular attendee of the DevOps@Shell monthly SteerCo which includes IDE/IDT Leadership

 Responsible for all Business Change deliverables for the enterprise-wide initiative to migrate all existing content (1 Petabyte) from Shared Drives to SharePoint Online inline with Information Management Compliance requirements. A Change Manager also reported into the Change Lead  A member of the Central Shared Drives Team (hub & spoke model) which developed and delivered tools to support the programme; a PowerBI drive inventory generator and Content Analytics. They enabled all six Lines of Business to analyse the content on their drives, identifying both owners and content type to agree next steps, eg delete, migrate or freeze  Created Central Guidance materials to support the tools and the associated processes with regular education sessions developed and made available to the LoB Project Teams  Led the Business Readiness weekly connect, provided updates on activities, invited review and input to communications and materials; assessed and reported back on business impact and analysis  Created a range of communications for the programme, including for automated attestation, emails to be incorporated into the migration process, ad hoc emails requesting review/approvals on a variety of materials  Due to the lack of a migration lead, worked closely with the PM and Process Lead to develop the migration pilot processes, together with all supporting change collateral  Developed an excellent relationship with the Central Comms Lead which resulted in a range of both awareness and educational videos being co-created and which gainied excellent feedback from the LoB audiences  Due to change in leadership and funding, during Q2 2023, a complete redesign of the approach was agreed. This resulted in a ‘pause’ once the pilots were successfully completed, in addition resources were reassigned to other projects

Programme of change to upgrade 140,000 GSK staff and contractors to Office 365 across all Microsoft products - Developed the change management structured approach; created the strategy to support and drive adoption of Office 365 tools across GSK - Senior leaders were engaged and coached to develop the vision for the programme - Obtained agreement to an unprecedented budget for the development of graphics and videos to support the change vision - Built on evidence from previous change programmes, initiated the Collaboration tools champion programme, over 500 individuals were recruited globally - Identified, tracked and agreed change management deliverables, the BCM team integrated into individual workstream project plans, the ability to act quickly and respond to risk or newly identified requirements has been key to the success of the programme - Developed and agreed script (with BCM team) for 'Buzz' live demonstrations delivered by third party vendor. 99% stated ‘sessions were useful and informative’ - Responsible for managing the BCM budget across training, help articles, videos, translations - Facilitated the Customer Board monthly call which surfaced both resistance and support across the business units; tracked deliverables and actions - The holistic approach of the BCM team ensured stakeholders and end users could approach any team member for information related to the programme - Tasked mid-Feb 2017 to design, develop and schedule training on Office 2016 for 1000 GSK users by end March. The modular programme was delivered in 13 languages on budget and on time and was extended to end September. Feedback on quality of delivery and content was always 95-99% - Managed the related changes to the programme that resulted due to organisational change during 2017/2018; engaging the business leads on a 1x1 basis ensured migrations were completed on time - Received recognition awards during the programme both as an individual and as part of the BCM Team

- Completed change management assessments, conducted impact analysis, identified and engaged key stakeholders - Agreed the sponsor action plan with IT sponsor; identified and engaged the Business sponsor (VP of Global Communications) for portal migrations - Developed BCM strategy,and associated plans. The stakeholder management analysis identified resistance in the business and resulted in the development of relationships to mitigate the possibility of delays - Key participant in feature selection and recommendations; presented to the business and invited input on business impact - Designed a ‘brand’ approach to the change programme; GSK users found it easy to relate to the graphic representation and the visual association better engaged audiences across all business units - Initiated a ‘champions’ programme to help drive awareness, desire, knowledge, adoption across GSK - VoC feedback stated the well-honed and well-rounded change and communications plan was key to the success of our completion of the Team Site migrations three months early and on budget - Training analysis resulted in the design and development (with third party vendor) of help and training materials, scripted videos and webinars. Managed a schedule of live training webinars for three months, extending to six due to demand - User facing intranet site designed and developed with in-house specialist; a one-stop shop for all user-facing materials. The wireframe was subsequently used as a ‘template’ for ‘steady-state’ service - Provided input and support to assigned communications specialist on user facing content, stakeholder overviews, and targeted email communications - Managed the budget for training, communications, translations - Scripted the 'What's new-Exchange 2013' video - Agreed project interdependencies with project leads for SharePoint/Exchange/Lync 2013 upgrades - Evaluated end user readiness with Business Unit representatives across 3 workstreams

Responsible for all Business Change Management activities across two very different projects. - Recommended by the EIS Director of Business Change Management for this role. Working on a major contract consolidation project to reduce 30 Network and Telephony contracts down to 1 strategic partner - Developed BCM plans, analysis of the stakeholder roadmap and RACI - Coached the project team, managers and team members, on the benefits and change management approach, the result brought about a consolidated front when working with business partners - Developed a communications network for each project to assess user impact on the impacted sites to ensure appropriate training and communications were provided for their respective audiences - Appreciation of the different kind of user and their individual needs was key to transition from the current to future state - Played a major role in the design of a new telephony dial plan and the development of a web-based ordering and billing system and a software bridge between the two help desks of each organisation. Resulted in much improved processes for the GSK audience - Simultaneously assigned to the Active Directory user domain migration project, developing BCM plans & liaising closely with the communications specialist for developing a communication framework to align with Global business needs - Designed an intranet site (SharePoint) for both projects as the primary customer-facing information resource - Created Sharepoint Team Site for the project team to ensure secure & accessible collaborative space for the team members - Ensured VoC and issues were tracked and reported and clearly articulated for appropriate audiences

- As Part of the BCM for the Information Workplace project, liaised with Corporate Business Communication leads and Customer Representatives to develop communications plan facilitating accurate & precise understanding of business needs - Served as a member of the Business Change Management team, analysed risks associated with change - Managed change management activities across all Corporate Business Units; devised and developed a variety of mechanisms to communicate the change and provided regular updates, both remote and face to face sessions - Developed web content using Plumtree and Sharepoint as a key mechanism of communication - Collaborated with Global Financial Services management, planned communications and controlled migration to Outlook for 3rd party offshore vendors requiring strict security controls - A member of the training stakeholder team planning relevant communications and training to meet future needs - Scheduled personal & group mailbox migrations and ensured accurate identification of blackout periods and others to gain compliance with legal preservation and retention policies - Analysis of a variety of applications in readiness for decommissioning or seeking resources for alternative solutions after the legacy environment is no longer supported - Organised promotional road shows at various GSK sites as well as developed quick reference guide handouts - Managed the testing analysis of all Office dependent applications in preparation for upgrade to Office 2007

- Assisted the Change Lead for the first phase of a three-phase reorganisation of the EIS (End-user Infrastructure Services) function at GSK - Developed the stakeholder management analysis and plan and agreed implementation with SVP - Assisted with the development and delivery of the communications plan aligned with legal and HR processes - Together with the Change Lead and SharePoint specialist, developed intranet pages with secure areas, where needed, together with the various presentation templates for Senior Leaders to complete to share their old/new org structures and forward planning - Worked closely with HR representatives to ensure legal and employment procedures were followed accurately - Liaised with Senior Leaders to agree schedules and content for announcements to be published internally - Carried out an After-Action Review and was directly responsible for the appointment of ‘Transformation Leads’ for each EIS function being appointed for the next two phases of the reorganisation. This released Senior Leaders to continue with their day-to-day responsibilities and empowered the nominated Leads to handle Q&A sessions for those impacted, together with the ongoing planning and delivery of the transformation