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David Camplejohn
71Sandbeck Court
Bawtry
Doncaster
DN10 6XP Mob: 07985 066 778
E-mail: dacamplejohn@gmail.com
SUMMARY OF SKILLS
 Accredited PRINCE 2 Practitioner with experience of Waterfall, Agile and
RAD methodologies
 Over 20 years' management experience in project and operational roles
within financial services, insurance, education and business process
outsourcing for both private sector and public sector organisations
 Proven track record of delivery, commanding respect for personal excellence
 Experienced user of Microsoft Project and Visio.
 Managed project budgets of £50k to £2.8M.
 Extremely tenacious, committed and resilient
 Dynamic, proactive, self motivated and ambitious
 Well organised and structured, good communication skills
 Successful and effective at meeting deadlines and targets
 Reliable, pragmatic and experienced
 Good team player/team builder
 Strong track record of supplier management and stakeholder engagement
 Strongcommercial acumen, judgement and negotiation skills
PROFESSIONAL EXPERIENCE
September 2014 – Present: Lloyds Banking Group – Based in Leeds
Project Manager (Contractor) – UK and International Wealth - Legal, Regulatory and
Mandatory Projects
Original contract September 2014 to May 2015
Extended to December 2015.
Currently managing the UK and International Wealth Markets in Financial
Instruments Directive II (MiFID II) project, which is due for implementation prior to 3rd
January 2017 with a budget of C£7M.
Successfully managed a project to deliver online Qualified Intermediary reporting to
the US Internal Revenue Service (IRS). Due to very tight timescales, this involved
the expedited selection, configuration and testing of a software package supplied by
a US provider. During testing, it was identified that the software was not formatting
the data suitably for acceptance by the IRS and, as a result, I led negotiations with
the supplier in order to resolve the issues with the software. Following resolution of
these, both the UK and International Wealth Business Units were able to make
compliant submissions to the IRS before withdrawal of the IRS test facility (on 20th
February 2015) and the deadline for submissions (16th April 2015).
November 2013- August 2014: ECS – Based in Leeds
Project Manager (employed consultant)
6 November 2013 – July 2014 (3 extensions)– Deployed as a Senior Project
Manager on a contract basis at Capita Customer Management
Successfully managed two projects to migrate segments of the personal loan book
from Northern Rock Asset Management (NRAM) to the new owners (OneSavings
Bank and Marlin) and subsequently managed the NRAM’s Exitfrom Capita,extracting
all NRAM data and securely migrating this to UK Asset Resolution (UKAR). These
projects involved the following key activities:
o Management and co-ordination of multiple work streams including IT, MI,
Operations, Finance and Back Office Processing.
o Tight control of the project budget, RAID Log and project plan.
o Engagement and interface with key stakeholders from Capita, UKAR,
OneSavings Bank and Marlin, managing their expectations and building strong
working relationships through regular contact and effective communication.
o Worked closely with Operations and UKAR to develop processes for Capita
takeover of loss recoveries, collections and financial difficulties.
o Worked closely with the software developers and Test Team to ensure timely and
effective creation and UAT of developments to CACS to enable data to be
seamlessly migrated from V8.2 to V7.0 and subsequently managed the migration
of data from NRAM’s supplier (CGI) onto Capita’s in-house system.
o Co-ordinated changes to direct debit collections, reporting to credit reference
agencies and Basel reports.
o Co-ordination of mailing to borrowers to ensure adequate capacity within customer
services to handle customer queries.
o Managed the migration of all data relating to NRAM’s loan book to NRAM, including
transfer of On Demand, mainframe and Business Objects data, paper records and
Microfiche cartridges.
o Managed the obfuscation of data within Business Objects to enable Capita’s
Finance Team to continue to deal with erroneous payments to their suspense
accounts from NRAM customers.
o Managed the purge and deletion of all NRAM customer data from Capita’s systems
(by all departments in Capita) in order to ensure on-going compliance with Data
Protection Act requirements.
o Concurrently also successfully managed assessment and delivery of all project-
related changes for Samsung, who were a new and demanding client of Capita.
These changes had an SLA of two working days from receipt to approval, which
demanded a proactive approach to ensure the appropriate resources were quickly
engaged and remained focus upon provision of information and quotations.
Oct 2012- end September 2013: AQA Education – Based in Harrogate
Project Manager (Contractor)
Original contract October 2012 to end of January2013
Extended to end of April 2013 then subsequently to September 2013.
Managed five concurrent projects through commercial approval and implementation
within constraints of cost, time and quality with a combined budget in excess of £1M
in the following areas:
 Successfully managed a project to identify functional and non-functional
requirements then select, procure, configure and implement a commercial off-the-
shelf web-based software package for automating the processing of QCF and
other qualifications with appropriate integration of data from internal systems. My
role included engaging all key stakeholders (and ensuring that they remained
engaged), managing operational teams and remote internal IT resources,
supplier management (- handling all supplier negotiations and managing the
performance of these suppliers),interface matters and internal communications
and managing the project budget.
 Managed a project to successfully automate the uploadof examination results to
the Learning Records Service’s Personal Learning Record (PLR) database and
to report to centres where mismatched Unique Learner Numbers (ULNs) had
been provided. My role included engaging all key stakeholders (and ensuring that
they remained engaged), managing remote internal IT resources, maintaining
regular contact with the Learning Records Serviceand managing the project
budget.
 Managed a project to migrate teachers and moderators from face-to-face to
online standardisation, engaging all key stakeholders,managing third party IT
suppliers to and timely development of the agreed enhancements to the system
and managing the project budget.
 Managed two projects to develop relationships with schools and promote sales of
AQA’s CPD courses to these schools (- Primary Schools and Teaching Schools).
2001-July 2012:Capita Group plc – Based in Sheffield
Key roles/assignments included:
2010-2012
Project Manager (Capita Business Services - Sheffield City Council Partnership)
 Managed numerous ICT projects concurrently through commercial approval and
implementation, including:
o Produced business case and negotiated with client to secure a deal to migrate
manual Criminal Records Bureau checking for Sheffield Schools on to Capita’s E-
Bulk processing solution and subsequently managed the suppliers throughout the
implementation of this project. Also secured a ‘cut’ of the transaction fees for
Sheffield Partnership and identified opportunities to up-sell the deal by proposing
a ‘shared’ arrangement with other Local Authorities in South Yorkshire.
o Arranged presentations to client by third parties of Parking Services software
solutions and managed implementation of chosen solution with the third party.
o Managed project for bespoke development of a Microsoft SharePoint site for use
by Sheffield Schools, adopting Agile methodology with the web developers to
ensure that products met all key requirements and performed seamlessly prior to
each release into the live environment. This required significant management of
client expectations because schools had already been notified of the planned
changes with unrealistic delivery timescales prior to the engagement of Capita to
perform the work.
o Developed fixed price quotes for numerous Council IT projects, negotiated with
clients over pricing and managed these through approval and delivery.
 Consistently managed risks and issues and tightly controlled the scope of all projects
to ensure these were delivered within the specified cost, time and quality constraints.
 Spent 9 months with the Council’s Modern Efficient Council Programme on a
consultancy basis, providing advice and devising and implementing processes to
establish their Project Management Office, including:
o Created and developed systems and processes for project and programme
governance and reporting.
o Trained and coached Project and Programme Managers within the Council on
new project and programme documentation leading to standardised and
improved management practices.
o Closely monitored and tracked working time and costs for Capita Consulting
resources to ensure these remained within the budget agreed with the client.
 Managed Capita’s project to provide the Council with £3M cost savings through
contract revisions and employee reductions.
2009 –2010
PMO Manager (Capita Business Services - Sheffield City Council Partnership)
 Established Project Management Office for new contract with Sheffield City Council.
 Created and developed systems and processes for project and programme
governance and reporting on projects and programmes for all work streams of the
Partnership with Sheffield City Council.
 Introduced systems for management and tracking of all commercial documents
during the approval process.
 Built rapport through liaison with third party suppliers and Sheffield City Council
personnel to arrange novation of key contracts from SCC to Capita.
 Worked closely with the Council Project Management Office and Contract
Management Team to create and develop approval processes for Contract Changes.
 Produced all key project and programme-related management and financial
information and reports for Managing Director and Senior Management Team.
 Liaised closely with company accountants and Finance Directors of all Capita
departments to ensure submission of financial information was aligned with formal
reporting requirements.
2005 –2009
Project Manager (PRINCE 2 environment – Capita Insurance Services - Coal Health
Contract)
 Successfully planned and managed the development and launch of Filenet P8
electronic document andrecords management (EDRM) system across 5 operational
sites (1,000+ users) for the client (Department of Trade & Industry). This included:
o Liaison with key stakeholders to clarify the specific functionality requirements for
the business. These had previously been gathered incorrectly by another Project
Manager.
o Liaison with senior client staff (DTI) to gain consent for project change for
increased cost in light of revised functionality requirements.
o Procurement and installation of appropriate infrastructure for development
environment and live system.
o Production of an effective Test Plan and Script for use during System and User
Acceptance Testing.
o Supplier management, planning, selection and deployment of test team working
in a Scrum / RAD arrangement with the third party contractors to ensure that the
software was suitably configured and customised to meet all key requirements
and performed seamlessly prior to implementation.
o Production of a User Manual and training plan to ensure that all staff were fully
conversant with the new system prior to rollout at their site.
o Management of implementation at all sites and resolution of post-implementation
issues.
o Management of project budget of £2.8M.
 Produced Business Case and presented to Coal Health Contract Board to gain buy-
in to centralising scanning and indexing operation (from 5 sites to 1) and managed
implementation of the centralisation (including associated HR consultation), to
deliver cost savings of >£1M over a 3-year period.
 Managed project to deliver timely automated and manual payments of costs to
Solicitors on 10,000 Coal Health claims at short notice, saving the client £350,000 in
RPI increases.
 Re-engineered claims handling process, delivering substantial improvements in
productivity and quality.
 Successfully managed project to develop complaints management software and
recording systems to enable root cause analysis, ultimately leading to a 25%
reduction in complaints.
 Planned and deliveredproject to create a new claims processing operationin
Cheadle.
 Successfully planned and project managed the integration oftwo separate claims
handling operations (250 employees).
 Managed a project to create a new process for handling reimbursement requests
from Coal Mining Contractors, gained approval from the client and created
opportunity for additional revenue via a contract variation.
 Managed PMO for Due Diligence and Transition phases of new contract with
Sheffield City Council (£200M).
2001 –2004
Team Manager– Operations (up to 75 reports)
1987- 2001: Halifax plc (now part of Lloyds Banking Group)
Based in Doncaster/Hull/York
1998-2001
Assistant Manager– York (30 direct reports)
1994- 1998
Counter Manager – Hull (25 direct reports)
1991- 1994
Telephone Sales Manager – Hull (12 direct reports)
1987- 1990
Accelerated Development Programme– Doncaster
EDUCATION
October 2008 - PRINCE 2 Foundation Certificate
October 2008 – PRINCE 2 Practitioner Certificate
2004 - Postgraduate Diploma in Management Studies (DMS) – Hull University
1987 - BTEC Higher National Certificate in Business & Finance
3 x A’ Levels
2 x AO’ Levels
8 x O’ Levels
REFERENCES - Available on request

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D Camplejohn - Curriculum Vitae - 20151104

  • 1. David Camplejohn 71Sandbeck Court Bawtry Doncaster DN10 6XP Mob: 07985 066 778 E-mail: dacamplejohn@gmail.com SUMMARY OF SKILLS  Accredited PRINCE 2 Practitioner with experience of Waterfall, Agile and RAD methodologies  Over 20 years' management experience in project and operational roles within financial services, insurance, education and business process outsourcing for both private sector and public sector organisations  Proven track record of delivery, commanding respect for personal excellence  Experienced user of Microsoft Project and Visio.  Managed project budgets of £50k to £2.8M.  Extremely tenacious, committed and resilient  Dynamic, proactive, self motivated and ambitious  Well organised and structured, good communication skills  Successful and effective at meeting deadlines and targets  Reliable, pragmatic and experienced  Good team player/team builder  Strong track record of supplier management and stakeholder engagement  Strongcommercial acumen, judgement and negotiation skills PROFESSIONAL EXPERIENCE September 2014 – Present: Lloyds Banking Group – Based in Leeds Project Manager (Contractor) – UK and International Wealth - Legal, Regulatory and Mandatory Projects Original contract September 2014 to May 2015 Extended to December 2015. Currently managing the UK and International Wealth Markets in Financial Instruments Directive II (MiFID II) project, which is due for implementation prior to 3rd January 2017 with a budget of C£7M. Successfully managed a project to deliver online Qualified Intermediary reporting to the US Internal Revenue Service (IRS). Due to very tight timescales, this involved the expedited selection, configuration and testing of a software package supplied by a US provider. During testing, it was identified that the software was not formatting the data suitably for acceptance by the IRS and, as a result, I led negotiations with the supplier in order to resolve the issues with the software. Following resolution of these, both the UK and International Wealth Business Units were able to make compliant submissions to the IRS before withdrawal of the IRS test facility (on 20th February 2015) and the deadline for submissions (16th April 2015). November 2013- August 2014: ECS – Based in Leeds Project Manager (employed consultant) 6 November 2013 – July 2014 (3 extensions)– Deployed as a Senior Project Manager on a contract basis at Capita Customer Management Successfully managed two projects to migrate segments of the personal loan book from Northern Rock Asset Management (NRAM) to the new owners (OneSavings Bank and Marlin) and subsequently managed the NRAM’s Exitfrom Capita,extracting
  • 2. all NRAM data and securely migrating this to UK Asset Resolution (UKAR). These projects involved the following key activities: o Management and co-ordination of multiple work streams including IT, MI, Operations, Finance and Back Office Processing. o Tight control of the project budget, RAID Log and project plan. o Engagement and interface with key stakeholders from Capita, UKAR, OneSavings Bank and Marlin, managing their expectations and building strong working relationships through regular contact and effective communication. o Worked closely with Operations and UKAR to develop processes for Capita takeover of loss recoveries, collections and financial difficulties. o Worked closely with the software developers and Test Team to ensure timely and effective creation and UAT of developments to CACS to enable data to be seamlessly migrated from V8.2 to V7.0 and subsequently managed the migration of data from NRAM’s supplier (CGI) onto Capita’s in-house system. o Co-ordinated changes to direct debit collections, reporting to credit reference agencies and Basel reports. o Co-ordination of mailing to borrowers to ensure adequate capacity within customer services to handle customer queries. o Managed the migration of all data relating to NRAM’s loan book to NRAM, including transfer of On Demand, mainframe and Business Objects data, paper records and Microfiche cartridges. o Managed the obfuscation of data within Business Objects to enable Capita’s Finance Team to continue to deal with erroneous payments to their suspense accounts from NRAM customers. o Managed the purge and deletion of all NRAM customer data from Capita’s systems (by all departments in Capita) in order to ensure on-going compliance with Data Protection Act requirements. o Concurrently also successfully managed assessment and delivery of all project- related changes for Samsung, who were a new and demanding client of Capita. These changes had an SLA of two working days from receipt to approval, which demanded a proactive approach to ensure the appropriate resources were quickly engaged and remained focus upon provision of information and quotations. Oct 2012- end September 2013: AQA Education – Based in Harrogate Project Manager (Contractor) Original contract October 2012 to end of January2013 Extended to end of April 2013 then subsequently to September 2013. Managed five concurrent projects through commercial approval and implementation within constraints of cost, time and quality with a combined budget in excess of £1M in the following areas:  Successfully managed a project to identify functional and non-functional requirements then select, procure, configure and implement a commercial off-the- shelf web-based software package for automating the processing of QCF and other qualifications with appropriate integration of data from internal systems. My role included engaging all key stakeholders (and ensuring that they remained engaged), managing operational teams and remote internal IT resources, supplier management (- handling all supplier negotiations and managing the performance of these suppliers),interface matters and internal communications and managing the project budget.  Managed a project to successfully automate the uploadof examination results to the Learning Records Service’s Personal Learning Record (PLR) database and
  • 3. to report to centres where mismatched Unique Learner Numbers (ULNs) had been provided. My role included engaging all key stakeholders (and ensuring that they remained engaged), managing remote internal IT resources, maintaining regular contact with the Learning Records Serviceand managing the project budget.  Managed a project to migrate teachers and moderators from face-to-face to online standardisation, engaging all key stakeholders,managing third party IT suppliers to and timely development of the agreed enhancements to the system and managing the project budget.  Managed two projects to develop relationships with schools and promote sales of AQA’s CPD courses to these schools (- Primary Schools and Teaching Schools). 2001-July 2012:Capita Group plc – Based in Sheffield Key roles/assignments included: 2010-2012 Project Manager (Capita Business Services - Sheffield City Council Partnership)  Managed numerous ICT projects concurrently through commercial approval and implementation, including: o Produced business case and negotiated with client to secure a deal to migrate manual Criminal Records Bureau checking for Sheffield Schools on to Capita’s E- Bulk processing solution and subsequently managed the suppliers throughout the implementation of this project. Also secured a ‘cut’ of the transaction fees for Sheffield Partnership and identified opportunities to up-sell the deal by proposing a ‘shared’ arrangement with other Local Authorities in South Yorkshire. o Arranged presentations to client by third parties of Parking Services software solutions and managed implementation of chosen solution with the third party. o Managed project for bespoke development of a Microsoft SharePoint site for use by Sheffield Schools, adopting Agile methodology with the web developers to ensure that products met all key requirements and performed seamlessly prior to each release into the live environment. This required significant management of client expectations because schools had already been notified of the planned changes with unrealistic delivery timescales prior to the engagement of Capita to perform the work. o Developed fixed price quotes for numerous Council IT projects, negotiated with clients over pricing and managed these through approval and delivery.  Consistently managed risks and issues and tightly controlled the scope of all projects to ensure these were delivered within the specified cost, time and quality constraints.  Spent 9 months with the Council’s Modern Efficient Council Programme on a consultancy basis, providing advice and devising and implementing processes to establish their Project Management Office, including: o Created and developed systems and processes for project and programme governance and reporting. o Trained and coached Project and Programme Managers within the Council on new project and programme documentation leading to standardised and improved management practices. o Closely monitored and tracked working time and costs for Capita Consulting resources to ensure these remained within the budget agreed with the client.  Managed Capita’s project to provide the Council with £3M cost savings through contract revisions and employee reductions. 2009 –2010
  • 4. PMO Manager (Capita Business Services - Sheffield City Council Partnership)  Established Project Management Office for new contract with Sheffield City Council.  Created and developed systems and processes for project and programme governance and reporting on projects and programmes for all work streams of the Partnership with Sheffield City Council.  Introduced systems for management and tracking of all commercial documents during the approval process.  Built rapport through liaison with third party suppliers and Sheffield City Council personnel to arrange novation of key contracts from SCC to Capita.  Worked closely with the Council Project Management Office and Contract Management Team to create and develop approval processes for Contract Changes.  Produced all key project and programme-related management and financial information and reports for Managing Director and Senior Management Team.  Liaised closely with company accountants and Finance Directors of all Capita departments to ensure submission of financial information was aligned with formal reporting requirements. 2005 –2009 Project Manager (PRINCE 2 environment – Capita Insurance Services - Coal Health Contract)  Successfully planned and managed the development and launch of Filenet P8 electronic document andrecords management (EDRM) system across 5 operational sites (1,000+ users) for the client (Department of Trade & Industry). This included: o Liaison with key stakeholders to clarify the specific functionality requirements for the business. These had previously been gathered incorrectly by another Project Manager. o Liaison with senior client staff (DTI) to gain consent for project change for increased cost in light of revised functionality requirements. o Procurement and installation of appropriate infrastructure for development environment and live system. o Production of an effective Test Plan and Script for use during System and User Acceptance Testing. o Supplier management, planning, selection and deployment of test team working in a Scrum / RAD arrangement with the third party contractors to ensure that the software was suitably configured and customised to meet all key requirements and performed seamlessly prior to implementation. o Production of a User Manual and training plan to ensure that all staff were fully conversant with the new system prior to rollout at their site. o Management of implementation at all sites and resolution of post-implementation issues. o Management of project budget of £2.8M.  Produced Business Case and presented to Coal Health Contract Board to gain buy- in to centralising scanning and indexing operation (from 5 sites to 1) and managed implementation of the centralisation (including associated HR consultation), to deliver cost savings of >£1M over a 3-year period.  Managed project to deliver timely automated and manual payments of costs to Solicitors on 10,000 Coal Health claims at short notice, saving the client £350,000 in RPI increases.  Re-engineered claims handling process, delivering substantial improvements in productivity and quality.  Successfully managed project to develop complaints management software and recording systems to enable root cause analysis, ultimately leading to a 25% reduction in complaints.
  • 5.  Planned and deliveredproject to create a new claims processing operationin Cheadle.  Successfully planned and project managed the integration oftwo separate claims handling operations (250 employees).  Managed a project to create a new process for handling reimbursement requests from Coal Mining Contractors, gained approval from the client and created opportunity for additional revenue via a contract variation.  Managed PMO for Due Diligence and Transition phases of new contract with Sheffield City Council (£200M). 2001 –2004 Team Manager– Operations (up to 75 reports) 1987- 2001: Halifax plc (now part of Lloyds Banking Group) Based in Doncaster/Hull/York 1998-2001 Assistant Manager– York (30 direct reports) 1994- 1998 Counter Manager – Hull (25 direct reports) 1991- 1994 Telephone Sales Manager – Hull (12 direct reports) 1987- 1990 Accelerated Development Programme– Doncaster EDUCATION October 2008 - PRINCE 2 Foundation Certificate October 2008 – PRINCE 2 Practitioner Certificate 2004 - Postgraduate Diploma in Management Studies (DMS) – Hull University 1987 - BTEC Higher National Certificate in Business & Finance 3 x A’ Levels 2 x AO’ Levels 8 x O’ Levels REFERENCES - Available on request