HEIDI VIETZ

Management of a leading consultancy engaged to deliver 'Digital Roads' DR to enhance safety, delivery speed, and customer experience through investment in cutting edge technology Transitioned siloed operations to a cross-functional structure to provide a more efficient delivery model Contract extended to provide guidance to the Head of the Digital Services Portfolio Team to ensure best practise project management and PMO activity

Managed the set-up and handover of a PMO function during a critical digital transformation at IAG Oversaw the largest portfolio, British Airways, providing effective stakeholder management and relationship building Ensured integration of best practices within the PMO, enabling smooth transitions and sustained operational excellence Collaborated closely with senior stakeholders to embed a culture of continuous improvement and accountability Supported change management initiatives essential for the successful adoption of new ways of working Fostered strong, transparent communication and leveraged change management best practices to help the organisation navigate transformation complexities

To enhance leadership skills I studied with iPEC, an ICF-accredited program to become a qualified coach. Initially balanced training with role at Virgin Media, but later chose to study full time and care for my elderly mother

Led governance for Virgin Media Business during the historic merger with 02, the largest in the UK in over 100 years Coordinated multiple work streams across Virgin Media, O2, and McKinsey to ensure seamless communication and reporting to senior executives Successfully completed the merger on June 1, 2021, with governance transitioning smoothly into BAU and operational teams Managed stakeholder relationships with senior figures, tailoring communication to ensure accurate reporting to MDS and CEOs Supported the adaptation to new working patterns due to the pandemic by implementing role-based personas to enhance flexibility and work-life balance Collaborated with Planet K2 to elevate team morale and develop a high-performing, resilient team

Led the reporting and governance framework for the "Initiative Execution" work stream of a cost management programme, focused on reducing third-party spend. Identified 81 savings opportunities across the business Initiated and managed the engagement process with Group Leaders to track and consolidate initiative progress, presenting insights to the Programme Governance Board Promoted the programme framework and reinforced expectations for Initiative Owners Developed a sustainable governance strategy and reporting framework for the enduring team Advised executive-level stakeholders on high-risk areas, providing actionable insights for necessary interventions

Managed the implementation of a high-profile Financial Management ERP system Brought the project under control by carefully managing key resources to foster a collaborative environment and build trust Introduced strong governance with approval gates, securing leadership commitment Revisited requirements to create a realistic plan with SMEs and third parties Implemented Agile practices and small product releases to ensure quality and restore confidence Oversaw supplier management, which led to a change in third-party vendors for Phase 2

Led the definition and implementation of a PMO for a confidential engagement, focusing on communication, governance, and process development across multiple regions Streamlined reporting tools to boost productivity Introduced new reporting and governance model to provide visibility and control

Working with C level execs on a front to back, core banking system replacement programme Delivered fully signed off requirements gathered from all core business areas Management the 3rd party system implementation partner, Sofgen, to deliver the core banking solution using Temenos T24 Model Bank software Management of the offshore test team, ITC

Managed the design and delivery of a new workflow management tool to support regulatory changes and enable competition in the retail market for non-household consumers. Oversaw implementation across seven business units, ensuring SLA monitoring, retailer notifications, and equity among retailers Mapped and communicated process flows across the wholesale business, identifying opportunities for efficiency improvements Successfully led the design, build, testing, and deployment of a new business process modeling system, providing an interface for retailers to request services from TW Wholesale, all within tight timelines Built and managed a cohesive, high-performing team, including both onshore and offshore third-party suppliers, focused on delivering result

Managed FICO’s Real Time Scoring & Case Manager Disaster Recovery programme £5M. This increased resilience of the fraud management systems by introduction of active-active disaster recovery across multiple complex systems Oversaw delivery of high profile software and database upgrade of Falcon £1.6M. Falcon software is Visa EU’s fraud management system, impacting many member banks

Led fast-moving, high-profile projects aimed at enhancing revenue through content and data traffic. Managed a team of project managers, driving key initiatives such as the integration of new services and partner content Managed the rollout of over 80 projects, including Vodafone's mobile internet and live portal redesign Delivered partner content across multiple devices, driving data usage and premium content sales by using best practise UE design Established strong relationships with key partners, ensuring seamless content integration Streamlined project reporting and governance, improving transparency and efficiency