JAMES CLARK

Drove growth across major UK government accounts, generating £6.5m in new and protected revenue through strategic expansion and delivery of transformational digital services.

Built strong relationships across DWP, MOD and HMRC, developing a robust pipeline and steering opportunities from discovery through to delivery.

Oversaw multiple complex programmes:
• At DWP, led a 25-person technical team delivering DevOps, automation and AI-driven solutions to consolidate siloed data, modernise legacy services and support a £10bn annual debt-reconciliation objective.
• At the MOD, directed an end-to-end Salesforce and AI implementation for DRDT, enabling more efficient, revenue-generating disposal and recycling of military assets.
• At HMRC, led delivery of the £18m Knowledge Management Service, reducing reliance on 115 civil servants through capability uplift, targeted training, technical documentation and best-practice adoption, achieving a 10% reduction in monthly charges.

Provided leadership and coaching to delivery and engagement teams while working with HQ to ensure consistency, quality and strong client outcomes.

• Led the rollout of a new Agile operating model at Citibank, shaping product management capability across FP&A, Capital Planning, RWA, Finance Data and Reporting. Oversaw a complex programme spanning 13 workstreams, driving stakeholder alignment, governance, risk visibility and tooling configuration to enable faster, more predictable delivery.

• Supported BBC Studios in embedding OKRs across Technology and Operations, aligning teams around shared outcomes while providing hands-on coaching and product guidance to improve execution and accountability.

• Partnered with scaling fintechs to design and implement OKR frameworks that enabled clearer prioritisation, cross-team alignment and more effective leadership decision-making. Worked closely with Chiefs of Staff to tailor operating rhythms and measurement to their growth stage.

• Delivered Agile and OKR training to clients as a lead facilitator for public OKR programmes, equipping teams and leaders with the mindset and practical skills needed to operate at pace and scale.

• Directed a large-scale agile transformation across five value streams, shaping and launching pilot programmes that laid the foundation for a more adaptive delivery model.
• Advised senior executives on organisational design, Lean Portfolio Management, product operating models, SDLC modernisation, OKRs, training strategy and role clarity, ensuring the change landed with both structure and intent.
• Provided professional coaching to five Managing Directors, helping them evolve leadership behaviours and align with the bank’s ambition to build future-ready leaders and embed organisational agility.
• Designed a Lean Portfolio budgeting approach in partnership with the PMO Director, strengthening investment decision-making and strategic alignment. Built capability uplift pathways for 15 Scrum Masters and 10 Product Owners, improving delivery consistency and team performance.
• Delivered training across SAFe, Lean Portfolio Management, Scrum and Kanban, and created a bank-wide community of practice that attracted 500+ colleagues, strengthening communication, collaboration and shared learning.

• Contract at GlaxoSmithKline within the Cyber Security Program.
• Enhanced the efficiency of the portfolio office's approach to portfolio management by developing value frameworks, introducing measures and metrics, visualising work, and conducting gap analysis.
• Increased value propositions by 40% for the program's Big Room Planning event, ensuring every new request aligned with established measures and metrics.
• Coached four teams in Emergn's VFQ model, including Team Discoveries, resulting in reduced lead time from 60 days to 30 days for one team and achieving level 1 and level 2 certifications for others.
• Delivered remote training workshops on Value Propositions, Vision Statements, Lean Canvas, Personas, and Leading and Lagging Metrics.
• Created a series of on-demand e-learning videos on agile topics, accessible in the organisation's training suite.
• Upskilled Emergn coaches in professional coaching methods, including Transactional Analysis and NLP (Neuro-linguistic Programming), for use in their coaching practice.

• Contract at Santander Technology UK
• Designed the agile transformation strategy with the COO and Senior Leadership teams, focusing on customer, value, product, and culture.
• Developed and implemented Agile Governance processes and policies, increasing the number of teams using CI/CD, reducing lead time, and boosting customer satisfaction NPS scores. Contributed to a 15% increase in product revenue targets being met.
• Transformed Retail and Contact Centre teams' ways of working through process improvement, waste reduction, and automation, resulting in higher customer satisfaction NPS scores and a 32% reduction in contact centre FTE costs.
• Designed Learning Paths for Product Owners and Scrum Masters, mentoring 15 Scrum Masters and 15 Product Owners to support career progression.
• Trained 350 employees in innovation techniques, metrics, and product management (2-day course), and provided Scrum Master and Product Owner courses and large-scale agile awareness training to over 600 employees.
• Coached 14 teams to enhance their ways of working and embrace continuous improvement, adding value to both users and the business while improving efficiency.

• Accountable for coaching, training and mentoring 7 Product teams in distributed and co-located locations consisting of Agile Coaches, Product Owner(s), Developers and Testers.

• Served as Product Owner and Product Manager for the back-office solution, reducing customer call wait times by 56%.
• Automated the insurance certificate process for over 300,000 customers, cutting wait time from 7 days to 1 hour.