Caitlin O'Brien

· Developed strong teams by skilfully recruiting, orienting and training loyal, hard-working employees.

· Managed staffing schedules for high numbers of employees, delivering operational efficiency whilst remaining under budget.

· Addressed customer issues with compassion and professionalism, ensuring swift, successful resolution.

· Created and implemented best practice policies and processes to aid operational performance.

· Designed and implemented flexible solutions to aid business efficiency and drive process improvements.

· Aided senior leadership by recommending corrective actions and improvements to company operations.

· Prepared and presented reports, strategies and recommendations for consideration by senior management.

· Chaired strategic planning meetings, engaged stakeholders and managed internal and external relationships to support plan delivery.

· Liaised with stakeholders on product change requests and reviews to evaluate the impact on planning and schedules.

· Planned and managed resources and budget to support and deliver objectives.

· Provided strategic guidance for a £50m contract for the Sourcing Programme.

· Set up and led a PMO for all publication activities on behalf of the Programme team. Provided strategic recommendations to the Cabinet Office Programme team to deliver strategic objectives.

· Liaised with 16 departments, and led the creation of project plan, and communications plan for KPI publication workstreams.

· Led lessons-learned sessions, recruitment, and coaching, and created Power BI dashboards and training programs.

·· Reported progress on a monthly basis to Lord Agnew and Chief Commercial Officers across various departments·

· Led Quality Assurance for departmental plans for KPI publication

· Liaised closely with department KPI leads and change champions to identify risks, propose mitigations and resolve issues

· Led strategic planning for capability building and upskilling of circa 2000 contract managers across 16 departments to meet the objectives set out by the Transparency agenda.

· Led the design and implementation on behalf of the Commercial Continuous Improvement Team (CCIT) for an automated tool to capture KPI data in line with the data standards.

· Led creation of programme reporting dashboards Power BI..

Cabinet Office, Project Santiago, Construction Playbook - Benefits Management SME

Aligned policy recommendations to the Government's Better, Faster & Greener agenda baseline to provide effective measurement and control

Project Selborne was aimed at contracting for the delivery of Naval Service Training, some of which was already outsourced, across UK establishments, modernising the approach to training design, delivery and innovative solutions. Another major project under Project Selborne was a move of the Submarine Training in HMS Raleigh to HMNB Clyde to form the Future Submarine School (FSS) relocating, modernising supporting the resulting training and equipment delivery and support in the new facility. Project Selborne was a £1bn project. The aim was to merge 32 training contracts for various suppliers across all Royal Navy establishments into a single contract.

The Submarine Training Capability programme was a £359m programme with 4 projects.

· Created a detailed project plan for a 5-year period for Project Selborne, clearly highlighting dependencies and key milestones.
· Responsible for aligning programme communications Navy Command and other key stakeholder communications plans.

· Collaborated with Subject Matter Experts (SME) to update training resources.

· Conducted a Programme Assurance of the Submarine Training Capability Programme

· Created and owned a level O plan programme plan, including a high-level plan of all underlying projects and milestones.

· Led monthly risk, issues, assumptions, dependencies and change (RAIDC) management workshops

· Designed a benefits management strategy, a benefits management framework, and a benefits map with desired outcomes, identifying benefits measures, and benefit owners.

· Led the creation of "Learner journeys "with various Submarine training centres to outline the key milestones.

· Responsible for aligning programme communications Navy Command and other key stakeholders' communications plans.

· Created a Royal Navy-led PMO structure including job descriptions for the Future Submarine School.

· Created strategies to support stakeholder engagement & management, risk management, benefits management, governance and communications management.

· Set up the Future Submarine School Project Board, and various Working Groups and created Terms of Reference using the Defence Lines of Development.

· Designed the Capability Infrastructure Working Group and SMTC Programme Board briefing packs.

· Coached the SMTC Programme Director and the FSS Project team on numerous occasions during challenging situations to achieve the desired outcomes.

Caitlin was responsible for liaising with the Programme Director on a daily basis including other senior stakeholders such as Commodores/ Admirals within the Royal Navy as required.

The programme was set up to support the Assistant Chief Officer (ACO) for South East Region Integrated Policing (SERIP) to carry out a regional procurement exercise to implement the new Police Education Qualifications Framework (PEQF) programme in line with the national Policing vision for 2025.

· The programme required four police forces to collaborate with a Higher Education Institution (HEI) and work jointly as per the guidelines set out by the College of Policing. The total contract value across 4 forces was £50m.

· Conducted a gap analysis of the regional programme and individual force programmes.

· Led the establishment of a regional programme team.

· Led and coached the PMO team to set up project management products for the regional collaboration team to enable consistency in the regional approach to managing the programme and associated risks.

· Created a go-to-market plan and managed procurement leads across 4 different forces, along with related procurement activities.

· Led the set up of regional and force-level governance for the PEQF programme & SERIP board, identifying the vision, key milestones, key performance indicators, benefits, risks, assumptions and dependencies of collaborative working for the regional programme.

· Led the creation of "learner journeys" to identify milestones in the new curriculums and to identify clearly the parts which were to be delivered by a Higher Education Institution and those parts which could be delivered internally by the forces.

· Supported the regional procurement lead in achieving go-to-market readiness activities, proactive risk mitigation, post-go-to-market clarifications and evaluations as per agreed timelines.

Coached the SRO who had taken on the role of a regional SRO on how to effectively manage change across the four forces in a consistent manner, leading Programme boards and holding the force leads to account by way of clear reporting mechanisms to track progress across individual forces.

The Programme was established to transform seven functions within the London underground. Supported two key areas for transformation. The aim was to support the areas to achieve a combined efficiency of £30m, by implementing the new design.

· Coached the client change readiness lead and his team on a day-to-day basis, setting up PMO essentials for the workstream, and defining roles & responsibilities.

· Led setting up a project plan, risk register, governance structure, stakeholder briefings and a communications plan for pre and post-go-live and was responsible for aligning the communications plan with that of the programme and portfolios of LU's strategic initiatives.

· Analysed technology requirements for the new function and presented an options analysis based on the new design

· Supported process mapping and roadshows.

· Owned the project plan and risk register.

· The aim was to enable the Engineering Directorate to provide clarity, direction and support to the 1500+ TfL engineers delivering projects whilst undergoing major organisational change.

· Built strong relationships with stakeholders for project cohesiveness.

· Collaborated with cross-functional teams to draft strategic, realistic project schedules and plans.

· Led the Business Case development for the programme to stand up the TfL Engineering Directorate so that the new organisation could be scalable and responsive to changing needs.

· Assisted the Deloitte and TfL Engineering PMO team to demonstrate effectiveness, efficiency and contribution to TfL, through monitoring of programme key performance indicators and benchmarks by creating consistent reporting mechanisms.

· Produced Key Program Indicator (KPIs) to successfully measure performance.

· Recruit and train staff in the EPPM practice

· Set up good practice EPPM products for PTS consulting

· Worked closely with the Board Members, senior business executives, stakeholders and sponsors to build trust and credibility for PTS Consulting.

· Responsible for setting up a Benefits map and measurement system for all mapped Benefits within IT and Facilities Management.

· During the transition phase, worked closely with the business to understand the client's IT Department's Strategic initiatives and accordingly set up KPIs for the Programme.

· Led setting up a regular Service Review with all relevant parties, facilitating Strategy and Leadership away day events.

· Led shaping outcomes of away days to formulate short-term and long-term training plans, and establish a robust governance structure for adherence to policies and standards which helped to achieve regulatory compliance on a global basis.

· Led the creation and setting up of a continuous service improvement plan. This was achieved by constantly interviewing various stakeholders and compiling customer Engagement Surveys to gather continuous feedback for areas of improvement. As a result of the processes implemented the engagement had two major financial uplifts of 27% and 40% respectively.

· Due to the Programme having a Global remit, led the set-up of Service and Operational Level Agreements.

· Mainly in the Asia Pacific region, led the selection process of third-party suppliers to form an effective partnership to provide a seamless service experience to all users.

Designed a comprehensive training plan for all support staff to ensure they were up to date with all processes and policies.

· Managed the establishment of project baseline to provide effective measurement and control for the Remote Condition monitoring programme worth £95 million for all 40 business units, across the whole of the UK, covering more than 40000 assets.

· Achieved savings of £300K by recommending a modification to existing technology in equipment through supplier liaison to meet the demand for the next project phase.

· Responsible for designing Service Level Agreements at Route levels and KPIs for the Project.

· Led the team to establish best practices across all functions in the business, promoting and monitoring the use of efficiency improvement methods and disseminating lessons learnt.

· Responsible for planning and running motivational workshops every quarter for 100 multi-disciplinary team members from across the country.

· Successfully managed 12 external suppliers to ensure timely delivery of products for each phase of the project whilst managing a large business change project as part of a nationwide programme affecting over 500 people.

Responsible for driving continuous improvement across the related project areas, helping establish governance structures for the programme and facilitating the development of relevant templates and timelines.

· Defined the project scope, financial plan, and key deliverables for the Olympics Visual Impact works worth £10 million for Infrastructure Maintenance prior to the London 2012 Olympic Games.

· Assisted in directing the commercial team to secure 10,000 litres of anti-graffiti paint for the project based on the bids.

· Liaised with the Corporate Government Affairs and Communications team, launched a national media campaign to raise awareness and form value-added long-term partnerships where possible with the local boroughs and BTP for the London 2012 Games and BAU operations thereafter.

· For the London 2012 Games, designed a roster model for 700 travel champions based on station requirements and Travel Demand Management analysis.

· Facilitated team-building events for coordinators at the TCC and the OPTIC to ensure smooth operations during the Games.

Responsible for managing the Central Resilience Plan by tracking deliverables with programme management tools. This also involved managing the Olympics Risk register by resolving, tracing and escalating critical issues to minimize project risk factors.

· Achieved a reduction of 16% in the failures of key KPIs by assessing trends in key performance indicators and highlighting concerns which needed to be addressed to achieve the targets in a cost-efficient manner.

· Assisted the Route team in developing a reorganisation model for Phase 2c across the country, and assisted with consultations in the South East to help implement the model with the relevant Route Directors.

· Led a monthly strategic reliability review of the route's assets for the Route Infrastructure Maintenance Director ensuring coordination within internal departments and providing support for improving reliability and developing performance improvement plans to decrease Schedule 8 costs.

· Designed an accident reporting and trend monitoring model which measures the Accident Frequency Rate for Reporting Incidents Diseases and Dangerous Occurrences Regulations and Lost time accidents per delivery unit on Anglia which helped to reduce the MAA for Lost time AFR to 0.00 from 0.75 and RIDDOR AFR to 0.35 from 0.80.

· Led and managed the route-wide completion of a hot weather report to put proactive measures in place to address any risks.

· When Remote Condition Monitoring was introduced, developed a model for the route condition monitoring, which enabled the route to put proactive action plans in place as a result of which points failures reduced by 6%

· Responsible for producing reports for the contract manager showing progress against outstanding milestones, status, resource requirements, issues, risks and dependencies.

· Led the co-ordination of special enforcement for the Notting Hill Carnival working with Park Police, the Parking Enforcement team and the Met Police.

· Improved the quality and efficiency of the service and oversaw the day-to-day management of change requests to ensure agreed deadlines were met.

· Managed key suppliers.

· Responsible for developing a payroll module to address contract staff pay issues and in turn assist with internal maintenance of the Profit and Loss account.

Responsible for working with the environmental group to help keep the Royal Borough of Kensington and Chelsea free from graffiti, fly-tipping and litter.