Maya Irwin

• Assisted senior leaders and technical experts in developing cohesive transformation plans that align strategic goals with operational capabilities across people, processes, and technology.
• Facilitated clarity in multi-workstream execution through the introduction of effective governance and risk management practices.
• Supported the rebuilding of trust and alignment across directorates, enhancing the clarity, pace and predictability of programme.

• Led the design and implementation of a strategic improvement programme, integrating multiple workstreams into a cohesive transformation roadmap and aligned capability.
• Worked with executives, operations and commercial functions to align priorities and establish shared ownership for a multi-million-pound improvement programme.
• Established robust governance frameworks and performance tracking mechanisms, enabling real-time decision-making and assurance across the portfolio.
• Strengthened cross-functional collaboration using structured reporting, value tracking and risk-led decision frameworks.
• Built internal business change capability reducing consultancy reliance and ensuring sustainable adoption of new ways of working.
• Delivered measurable efficiencies through redesigned processes, digital enablement and improved portfolio oversight.

• Led the training programme for the transfer of 31 local authorities into a single unit - delivered under extreme constraints with zero disruption to operations, protected & strengthened operational continuity.
• Designed and implemented new processes, systems, and ways of working to support the transition, embedding change through stakeholder engagement and structured enablement, ensuring streamlined effectiveness with efficiencies built in as standard.
• Commissioned to lead a national review of technical training maturity and capability across the organisation.
• Built strong, influential relationships based on delivering quality at speed. Leading a business wide review into Uisce Eireann technical training maturity, capability and competency. Providing Directorate views of a risk based heatmap to identify priority areas and severity of exposure. Co-designing the organisation ambition and appetite for change.
• Co-led national capability transformation with senior leaders, designing an 8-20 year organisational roadmap aligned to strategic ambition.
• Facilitated cross-functional working and insight gathering, providing decision-ready analysis to support investment cases and organisational redesign.
• Delivered future-state operating model, processes and capability uplift frameworks improving organisational readiness and long-term resilience.

• Directed portfolio management for £35m digital transformation programme, achieving agile change across Scotland's planning system.
• Collaborated with multidisciplinary teams to shape project plans and embed delivery assurance processes.
• Partnered with senior civil servants and digital leaders to establish aligned objectives, enhancing clarity and stability.
• Successfully turned external audit findings from Red/Amber to Green within four months following secord review, sustaining a positive RAG trajectory through proactive stakeholder engagement and risk management.

• Directed rapid design and implementation of practice management framework for £50m change delivery function.
• Championed alignment with organisational development needs and strategic direction.
• Delivered multifaceted plan within 90 days, enhancing visibility and colleague experience.
• Enabled sustainable change through governance uplift and cultural alignment.
• Collaborated with senior leadership to establish scalable change frameworks aligned with strategic goals.
• Implemented clear operating rhythms, driving consistency and improved planning.
• Fostered cross-functional collaboration to improve execution predictability and ownership.
• Built internal capability through coaching, processes, and tools.

• Directed multiple cross-organisation change initiatives within complex public sector environments.
• Partnered with senior HR leaders to convert organisational challenges into strategic change plans.
• Enhanced cross-departmental collaboration to ensure alignment with user policy and delivery requirements.
• Achieved Investors in People and Investors in Young People accreditation within a challenging timeline. Successful delivery from standing start in just 9 weeks - accelerating a usual 6-month duration.
• Mentored team members to develop internal capabilities and foster professional growth.
• Scoped and shaped corporate strategy programmes to support the delivery of a new organisational vision.
• Oversaw the annual employee engagement survey for over 10,000 employees, translating findings into a strategic improvement plan.

• Senior leader accountable for client satisfaction and portfolio delivery across a multi-million-pound strategic account.
• Acted as the single point of contact for operational and regulatory transformation, driving improvements in user experience, commercial performance, and delivery quality.
• Cultivated strong relationships from C-suite to delivery teams, internally and externally, and led several internal change initiatives that delivered measurable benefits and sustainable change in a highly challenging and complex organisation.
• Working within a highly complex organisation built strong diverse internal relationships (remotely) & with speed to influence and drive improvement to ensure client satisfaction, driving up NPS score from -15.4 to +17.
• Build understanding, trust & respect with the client and embedded a high-performing internal support structure, improving customer satisfaction from 'poor' to 'very good'. Outperforming client expectations.
• Delivered 100% successful outcomes across a complex portfolio using both agile and waterfall methodologies.
• Driving up quality. Reduced delivery defects from 73% to 7%, outperforming industry benchmarks by 3%.
• Delivered £497K in commercial savings through redesigned operating models and value-driven decision frameworks.
• Acted as strategic partner to C-Suite leaders, aligning multimillion-pound portfolios to business priorities.
• Demonstrated strong stakeholder engagement and conflict resolution across diverse teams and functions.
• Used collaboration and management tools to drive programme visibility, performance tracking, and strategic alignment.
• Supported benefits realisation through commercial optimisation and enhanced delivery capability.
• Strengthened collaboration through improving the delivery team structure across engineering, analytics, product and commercial teams improving end-to-end delivery and improve customer service.

• Senior leader responsible for shaping and embedding the Bank's enterprise-wide approach to change management across a £40M portfolio.
• Partnered with executive leaders to embed enterprise-wide readiness frameworks increasing benefit realisation by 75%.
• Delivered a bespoke Change Management Framework, strengthening organisational alignment, integrating change management with project delivery, and supported by coaching, mentoring and assurance to embed sustainable capability and change.
• Applied LEAN principles to streamline governance increasing transparency, decision-readiness and portfolio stability.
• Enabled sustainable, business-owned change by embedding structured ways of working and leadership support mechanisms.
• Improving how the team works, delivered measurable improvements in employee engagement (+45%) and records compliance (from 60% to 78%).
• Acted as internal change consultant, supporting early-stage impact assessments, readiness planning, and stakeholder engagement. Assuring the projects business change plans and progress.

• Senior leader within a highly regulated environment, responsible for enabling strategic change across IT delivery, testing, and environments teams.
• Led the development of leadership and technical capability across a matrix-managed team of 300+, embedding a culture of continuous improvement and customer-focused delivery.
• Delivered a strategic roadmap for capability development, aligned to organisational goals, and supported by bespoke leadership programmes, performance frameworks, and LEAN governance within a 3rd party supported model.
• Partnered with IT, engineering, analysis and business leadership to align capability strategy to organisational goals.
• Developed leadership, capability and performance frameworks strengthening ownership and engagement (133% uplift).
• Strengthened collaboration between technical and business teams through shared development programmes.
• Introduced capability models and TOM alignment improving execution consistency and workforce readiness.
• Supported agile and waterfall delivery models, optimising commercial and operational outcomes across in-house and outsourced teams.
• Enabled strategic workforce planning through voluntary redundancy coordination and critical skills retention.

Delivered strategic change programmes within a highly regulated environment, acting as a business change lead, consultant, and troubleshooter across multiple transformation programmes. Supported operational and regulatory effectiveness initiatives, embedding sustained change and improving user experience. Deployed into high-impact areas requiring SME-level strategy, programme delivery, and cultural change expertise. Led employee engagement and capability uplift, coaching teams to deliver high performance and embedding a culture of ownership and continuous improvement driving up engagement & enablement scores in key areas to upper quartile

• Successful design & implementation of the transformation of the Business Support Team. Direct responsibility leading the transformation of a Business Support Team of 40 pan Scotland, supporting 2600 people nationally across 6 functions, within strict budget & HR constraints achieving projected minimum annual saving of £100K. Prioritised, delegated & managed workload. Delivered 98% customer satisfaction during transition (an increase from pre transition)
• Effectively redesign & drive a successful future operating model.
• Creation and buy-in into a business case & plan to successfully transform team culture & structure, addressing identified process inefficiencies, people challenges whilst meeting continued business needs; zero redundancy policy honored
• Designed the ‘to be’ pathway based on vision creation, team development and a clear plan aligned to benefits realisation, business & team needs; Full budget & costings including project income & expenditure created
• Using various change management tools worked across, successfully managing engagement with C-Suite stakeholders for 6 Functions to understand business support needs & challenges; ensuring ‘to be’ culture, structure, focus & ways of working model effectively and efficiently enables this.
• Exceptional stakeholder management, collaboration & management of stakeholders to ensure understanding, alignment & implementation to ensure long-term customers’ needs are understood, agreeing priorities & identifying objectives to drive results.
• Capability & process weaknesses identified using LEAN methods. Immediate action plan & restructure implemented. Streamlining in monthly reports from 178 to 8. Income generation growth from £1 to 2.5M p.a; cost effective automation solution identified.
• Saving the equivalent of 8 FTE in waste reduction strategic change delivered with ownership embedded.

Programme Lead & trouble shooter across a £16M technology-led improvement programme of 64 projects which was confused, failing to deliver with a disengaged team.

• Reversed & recovered a failing flagship strategic programme. Conducting a holistic e2e review and full programme health check & strong stakeholder management, influencing C-Suite buy-in to wholescale recommendations required to achieve benefits
• Leading vision creation to ensure a ‘One Team’ aligned approach across 6 Functions at C-Suite Level to gain alignment and buy-in to this strategic programme
• Implemented change methodologies, measure & tracking mechanisms to develop the necessary holistic action plan, structure & support required to reverse programme decline & ensure success.
• Coached & mentored project teams to ensure understanding & ownership over delivery and landing of change to ensure success.

Programme Lead across a complex 25mth £10M technology driven business transformation programme to deliver major business benefits supporting operational and regulatory effectiveness and efficiency securing critical data to all directorates across the business to drive effective and reliable investment decisions.

• Created e2e programme to deliver & embedding the change securing benefit realisation
• Created, coached & led a team of 16 across 6 work streams to fundamentally transform how 600+ people pan Scotland worked whilst delivering major business benefits in asset data quality and efficiency driving effective & reliable investment decisions.
• Unraveled & documented a complex map of regional and team specific processes to ensure LEAN streamlining & optimisation
• Created the Target Operating Model to house, support & own the changes following delivery ensuring long term success

Change & Governance Programme Lead for a failing £9M multiple work stream Energy Improvement Programme.

• Coached & mentored Programme Manager & wider project team to turn round a failing highly reputational programme.
• Strengthened cross‑functional alignment across 6 directorates improving programme execution and capability maturity.
• Self-initiated e2e review of external consultant work to determine effectiveness of desired behavioural change & benefit realisation. Significant gap circa £5M in the P&L via unrealised benefits uncovered. Engagement & bespoke action plan to pull benefits back on track securing operational & regulatory effectiveness & efficiencies. Programme delivered successfully.

Achieved governance compliance across £200m p.a. programme, enhancing decision-making across 2500+ projects and boosting client confidence.

Enabled smooth progression of change initiatives through developed business relationships, minimising risks via effective collaboration.

Delivered continual improvement in lean processes and business change projects, enhancing communication and customer satisfaction outcomes.

Created a high-performing and resourceful team, resulting in increased operational efficiency.

Facilitated best practice coaching for department members, ensuring colleagues are motivated and effectively supported.

• Responsible for creation & implementation of portfolio, programme & project risk management vision & realisation plan across the £200M p.a capital programme and integration into Corporate.
• Built organisation-wide risk and opportunity frameworks improving predictability across 2,500+ projects.
• Partnered with project managers, leadership teams and technical staff to embed risk capability.
• Delivered training to 400+ colleagues strengthening shared understanding of delivery risk.
• Introduced scalable models improving portfolio-level visibility and leadership assurance.