PAUL ALLEN
PERSONAL DETAILS
Nationality
Post Code
Driving License
: British
: WC2H 7AS
: Full UK / Clean
E-mail
Mobile
Other
Linkedin
:
:
:
:
paul@p3cm.co.uk
07850 961 997
020 77665209
uk.linkedin.com/in/paulrobertallen/
EDUCATION & QUALIFICATIONS
2006 PRINCE 2™ Foundation and Practitioner, APMG international
2010 Institute of Directors, Chartered Director Diploma: Role of director and the board,
Finance for non financial directors, Director’s role in strategy and marketing,
Director’s role in leading the organisation
PROFILE
A Project Manager with 10 years’ experience delivering global enterprise IT and business solutions.
Proven experience in project / programme management, business change and performance management, 3rd
party supplier, partner management skills and system procurement. Provided solutions across multiple
industries including Telecoms, CRM, Retail, E-Commerce, Direct Marketing for both B to B and B
to C markets, with budgets in excess of £78M.
Board level experience, proposing, implementing and tracking strategy and vision, focussing
specifically on making organisations lean and more efficient, driving down operational costs and
increasing profit margins.
Possesses a wealth of client facing experience. Demonstrates excellent relationship building
expertise, strong presentation skills and is grounded, pragmatic, approachable and willing to get
involved and provide support and assistance where needed, at any level.
Seeks contracting work being immediately available for interviews and starts in London, across
the UK and Europe.
PROJECT MANAGEMENT SKILLS
Methodologies:
PRINCE2 Foundation & Practitioner, Waterfall, Agile, Lean 6 Sigma.
Documentation:
Business Justification, Project Brief, Project Product Descriptions, Benefits
Review Plan, Project Definition, Technical Specifications, Project Initiation
Documentation, Project Planning, Risk Management Strategy, Risk Log,
Configuration Management Strategy, Issue Log, Roles and Responsibility
Definitions, Quality Management, Strategy and Learning Log.
Project Experience:
Relationship Management, Stakeholder Management, Senior Stakeholder
Management, Influence and Negotiation, Requirements gathering, Resource
Management, Budget Management, Risk Management, SWOT analysis,
PRINCE2, Conflict Resolution, Business Case Development, Milestone and
Stage Management, Business Justification, Business Change, Full Project
Life Cycle, Benefit Realisation Management PMO Management, Matrix
Management
Technologies:
MS Project, Smart Sheet, Jira, MS Excel, MS Word, MS Power Point, MS
SharePoint, Microsoft Office
REFERENCES AVAILABLE ON REQUEST
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PAUL ALLEN
EMPLOYMENT HISTORY
Dec 2013 – Jan 2014
London Imaging Centre Ltd, London
Leading independent medical diagnostics provider offering a diverse range of imaging services for
private and NHS patients and their referring physicians.
Hired as a Project Manager to singlehandedly recover a failing CRM implementation project.
Responsibilities:
 Perform full audit of the project, Produce report outlining current status, options and risk
 Liaise with solicitor to gain perspective and guidance
 Manage the supplier and work with the client to a successful conclusion
The CRM Project was initially scheduled to be delivered by 1/12/13. By mid December no products
had been delivered, the supplier was billing for licences and remaining 50% of effort as per the
statement of works. Client requested a full audit of the project and a report outlining status, risk and
options. The report provided the information to allow legal to give the supplier 30 days notice and
for me to manage the exit strategy
Achievements:
 Effectively managed a failing supplier to a successful exit through employing best practice
project management and governance. This resulted in an immediate £40,000 cost saving to the
customer and cleared the way for the implementation for a new CRM system.
Skill snapshot: CRM, PRINCE 2, Project recovery, Project evaluation, Project audit, Risk
management, Change management, Business process evaluation, Business process improvement,
senior stakeholder management, Full project lifecycle, Requirements gathering
Feb 2013 – Oct 2013
SolX Consulting Ltd, London
European leader in Customer Relationship Management and an authorised salesforce.com
implementation partner specialising in cloud computing solutions, systems integration and support
services
Engaged as a Project Manager to define and implement project and programme management
processes. Implemented a PMO then as Project Manager utilised new approach to recover the
delivery of failing project portfolio. Produced and delivered project management training including
touch points and responsibilities for the entire team including Executive, Sales, Marketers, Technical
Architects, Project Managers, Functional Consultants and Developers
Responsibilities:
 Project managed internal and external salesforce.com project teams across multiple clients, for
enterprise wide program rollouts and various functional projects
 Conducted in-depth analysis and review of the clients existing project delivery, processes and
procedures; revising the existing processes, metrics and performance scorecards; implementing
the new more efficient model
 Created and implemented a tailored training complementing new processes and approach
 Generated revenue growth by expanding and renewing existing customer relationships through
up sell of maintenance service contracts
 Engaged Senior Executives to deliver strategic and consultative advice on how business
performance could be measured more effectively and how behaviours could be modified to
achieve company goals and metrics
Projects managed:
1. PMO Setup
Requirement to improve client’s effectiveness in delivering mid to large size projects to minimise the
risk of costly project overruns. This was achieved by setting up a PMO, defining and implementing
new, light PRINCE 2 based project management processes and procedures as well as the
development and delivery of a tailored training programme and ongoing coaching to ensure adoption
throughout a multi disciplined team. The outcome resulted in 90% reduction in overruns of all new
projects initiated from May 2013. Reduction of escalated complaints to Salesforce.com, cost
reductions through enhanced resource management, improved customer relationships, providing
repeat business opportunities, reduced lead time to new project initiation, improved employee morale
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PAUL ALLEN
2. ILX Group PLC
Client required a new instance of http://www.salesforce.com to provide international CRM capability
and Access Dimensions integration replacing redundant Siebel CRM and legacy in house systems.
Working with a team of Salesforce consultants and developers I achieved the project objectives
through enhanced customer engagement and management, proactive risk management, escalating to
senior management, ensuring the clients responsibilities were delivered through effective senior
stakeholder management. The client has awarded two further projects estimated at £32,000.
3. Care in Bathing Ltd
Salefsorce.com installation project was falling short of customers time as well as quality
requirements, and had a 50% days overrun owing to a number of factors from both supplier and
clients sides. My role was to recover the project through effective client management; achieved by re
engaging with senior stakeholders; bringing all project documentation up to date. Scheduling project
reviews and project progress statements, secured capable supplier resources in the guise of salesforce
consultants and developers and remapping actual end state user requirements this resulted in
managing the remaining outstanding deliverables
Achievements:
 Negotiated and developed 3 year service contract for Care in Bathing Ltd with SLA’s and
KPI’s ensuring an ongoing relationship between the two organisations, revenue uplift of
£102,000 for the supplier and reassurance for the client.
 Eliminated the ILX Group PLC Ltd project overrun by identifying risk associated with Access
Dimension integration, ensured correct resources were secured and consulted prior to
development and configuration took place
 Identified gaps in the client’s expectations and deliverables outlined in the statement of work for
the ILX Group PLC project. This led to a renegotiation of deliverables and contract to satisfy
stakeholder requirements
Skill snapshot: PRINCE 2, Waterfall, CRM, Project recovery, Access Dimensions integration, Risk
management, Change management, Business process evaluation, Business process improvement,
Senior stakeholder management, Workshop facilitation, Analyses workshops, Full project lifecycle,
Requirements gathering, Budget management
Feb 2007 – Jul 2012
OfficeDEPOT UK & IE LTD, Leicester
Leading supplier of office products and services to large and mid-market corporates. $900 million
annual revenues and employs @1300 Associates (UK&IRE)
I originally joined the company as a Contract Project Manager. I then took a permanent role to
implement a portfolio, programme and project manage infrastructure, accompanied by a Kaplan and
Norton balanced scorecard to measure strategic progress over a four year period. Culminating in
stepping up to a Board position as the significance and impact of the processes adopted warranted a
board position.
Director Business Improvement UK & Ireland (Board)
May 2010 – Jul 2012
Board level position with overall accountability for key initiatives including the strategic balanced
scorecard, process improvement culture, ISO compliance certification and quality management, as
well as change portfolio governance and project delivery infrastructure.
Responsibilities:
 Directed a team with skill sets ranging from escalated customer management to PRINCE2,
MSP, MoR, P3O to Lean Six Sigma practitioners to ISO9001 and ISO14001 TQM compliance.
 Governance of the strategic change portfolio / Portfolio Management Office
 Efficacy of the Kaplan and Norton Strategic Balanced Scorecard
 ISO9001 ISO14001 Compliance and Certification
 Managing Directors Office (escalated complaint management)
 Business Process Improvement team (Lean 6 Sigma)
 Statutory and non statutory director duties
PMO Manager
May 2008 – May 2010
Hired to setup change management infrastructure, setup and implement programme management
office develop and implement PRINCE 2 based project management methodology develop
companywide training programme hire or develop PMO, Programme and Project managers. Develop
and implement Strategic Balanced Scorecard.
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PAUL ALLEN
Responsibilities:
 Implemented change delivery infrastructure
 Created and managed Programme Management Office
 Creation and implementation Kaplan and Norton Strategic Balanced Scorecard
 Development and implementation of project management methodology
 Development and training of Project Executive, Project Management, Project Team
Project Manager (Contract)
Aug 2007 – May 2008
Employed to deliver customer services recovery programme consisting 7 key projects to create a best
in class UK based operation
Responsibilities:
 Tasked with the initial set up of a UK Contact Centre to reverse a previously failed home
working initiative; key project scope including 2 in house and 2 outsourced contact centres with
a ramp up capacity for 500+ FTE.
 Presided over a £78 million investment change portfolio to deliver revenue uplift (Viking direct
and ecommerce rebrand), cost reduction (Roadnet implementation) and margin protection
through 12 key change initiatives (Voyage programme)
Achievements:
 Implemented a strategic balanced scorecard by defining metrics for the whole business in
collaboration with all functional directors and their teams. The scorecard measured our progress
of both the AOP driving revenues of $900 M and outcomes of our strategic change programme
 Successfully recovering from a series of non-conformities across national supply chain that
would have led to a loss of ISO certification potentially risking millions of pounds in lost
revenues through tender disqualification
 Successfully delivering a 500+ FTE, multi skilled, contact centre restoring customer service
functionality across 2 internal and 2 outsourced sites
Skill snapshot: PRINCE2, Lean Six Sigma, Requirements gathering, Full project lifecycle, Project
planning, Budgetary control, Project management, Programme management, Change management,
Business change, Stakeholder management, Supplier management, Risk management, Relationship
management, Test Management, Business requirements, Performance management, ISDN, Avaya
switch, Symposium, Succession Planning, Proposal Writing, Legal, Organisational restructure,
Strategic Planning, Quality Audit, Policy writing and accountability, PMO, Project documentation,
Delivery management, Project scope.
Dec 2006 – Jun 2007
VANCOGROUP LTD. Belgium
The company provides global communication services to Service Providers, Enterprises and
Consumers through its high performance and resilient global network
Hired as a Project Manager (Contract) to recover 5 high value failing projects after the incumbent
project manager left the company with all projects at least 2 months off schedule
Responsibilities:
 Playing a key role in the overall Project Management of a failing commercial product
implementation portfolio servicing 5 high value clients
 Revising the existing Project with forwarding plans to support recovery, undertaking intensive
planning and coordination during the implementation of global mpls / ip networks
 Leasing infrastructure from tier one wholesale carriers connecting through global data centres
with Cisco and Red box hardware and local installation
Achievements:
 Successfully recovered the failing $45 million commercial portfolio across 5 high value clients
Skill Snapshot: PRINCE 2, Waterfall, Requirements gathering, Full project lifecycle, Cost control,
Change management, Business change, Stakeholder management, Budgetary control, Risk
management, Relationship management, Business requirements, Performance management,
EARLIER CAREER HISTORY AVAILABLE ON REQUEST
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