Radhika Bhairo Venn

Radhika Bhairo-Venn Program Manager – Corporate Governance & Risk Focus Availability: Immediate | Salary: Market related Personal Profile I started contracting early in my career so that I could have periods of downtime whilst my daughter was growing up. I enjoyed this way of working and have contracted extensively throughout my career – in fact every engagement listed on my CV was contractual by nature. Being a fast paced out-of-the-box thinker, I enjoy embracing each new challenge and applying solutions to pressing and urgent problems. I have proved the nay-sayers wrong each time I was told that I would not be able to deliver within deadline. I have extensive experience in Project, Program and Portfolio Management with a real affinity for governance, risk and compliance. Being certified in in various methodologies (Scrum, Agile, Waterfall) has enabled me to develop a cross functional ability to work in a hybrid environment. With strong coaching and mentoring skills, I am adept at change management and stakeholder engagement, and have the proven ability to turn red projects into green ones in a short space of time. I have the ability to identify gaps and close those gaps and ensure a more efficient and governance orientated project and program environment. One of my critical skills is to ensure that stakeholder expectations, benefits and ROI are delivered to a client’s requirement. If your next project needs some expert turnaround assistance against all odds, let’s meet to discuss the value I can bring to the table. Key Skills • • • • • • • • Emotional Intelligence Strong leadership and mentoring skills, encouraging and empowering others Analytical Reasoning Adaptability Persuasion Self-motivation Strong interpersonal skills - ability to communicate and work well with people at all levels Ability to positively engage conflict and constructively resolve problems Career Highlights • Setting up the Governance framework and implementing policies and processes for the newly established Portfolio Management Value Stream for Group IT services for Tiger Brands • Implementation of Corporate Governance for Aetos Health • At ABSA, I took the first EDC Invoicing Digitization Solution live successfully with commendations from executive management. Arrived on the Program on 16th May and delivered on the 5th June • Transitioned the environment at Mowana Properties to a PMO by evaluating and aligning existing Project Management Processes and Corporate Governance • Delivered the Front of House Program at MTN, and was tasked with “pulling” together all the programs within the Summer Campaign and delivering 5 programs within the portfolio as a result of my success • Established and managed the Enterprise PMO (EPMO) and oversaw the delivery and execution of multiple IT and Business projects at ICT Works ______________________________________________________________________________________________________ ______________ Radhika Bhairo-Venn – Program Manager - Page 1- • Implementation of PoPI Across Group Strategic Services at Liberty Life Holdings • Rolled out the Governance and Structure Program regarding an international SAP implementation for SABMiller • Implementation of GIS System for MTN • Set up of a comprehensive IT Service Level Program for Lonmin Platinum Mines • Implemented and established an Integrated Support Centre at Gijima – the first of its kind in SA Personal Details Full Names: Residential Area: ID Number: Driver’s License: Equity: Languages: Radhika Bhairo-Venn Johannesburg North, Gauteng- Yes, and own transport Indian Female English Contact Details Mobile: - Email:-Social Media: LinkedIn Tertiary Education Project Management Diploma, Damelin Management School (1997) National Senior Certificate / Matric, Sea Cow Lake Secondary School, Durban (1983) Accreditations Project Management Professional (PMP) Certified, PMI (2007) Program Management Professional (PgMP) Certified, PMI (2015) SFC (Scrum Fundamental); SDC (Scrum Developer); SMC (Scrum Master Certified), Scrum Study (2015) Agile Certified, Scrum Study (2016) Computer Literacy and Tools utilised • • • • • MS Office Suite MS Project Primavera Sciforma Deltek Maconomy - Silversoft ______________________________________________________________________________________________________ ______________ Radhika Bhairo-Venn – Program Manager - Page 2- Career History Redbridge Management Services April – June 2019 RedBridge is a provider of certain niche software solutions and services, in the area of Data Aggregation, Analysis and Monitoring, Risk Management, and Transactional Messaging. Title: Portfolio Manager – for Group IT Services Project: Setting up the Governance Framework and implementing Policies and Processes for the new Project Portfolio Management value stream which was implemented. Client: Tiger Brands Highlights: • Developing the portfolio roadmap (portfolio plan) in consultation with business and IS management • Setting up the criteria for the Prioritisation of Investments for the Portfolio Management environment to become optimally operational • Setting the criteria for early Return on Investment in collaboration with business • Developing the portfolio roadmap to align and meet with Groups Strategic Goals and Objectives • Identifying and aligning portfolio risk appetite in alignment with organisational risk appetite • Ensuring the performance of assigned Programs within portfolio by managing gated reviews, overseeing Program Steering Committees, monitoring the health of the programs • Identifying and aligning portfolio risk appetite in alignment with organisational risk appetite • Ensuring the performance of assigned Programs within portfolios by implementing, gated reviews, developing Program Steering Committees constitution; checklist for monitoring the health of the programs • Introduced Benefits and Transition Management and allocated ownership of the transitioned Projects/Programs so that business could have an easy transition into BAU from completed projects/programs Triple P Turnaround Solutions August 2018 – March 2019 Provide clients with the means to “turnaround” a Potentially Failed Project and enable and sustain the management and delivery of their strategic initiatives through better skilled and more competent resources. Title: Managing Executive Project: Objectives. Establish and implement Corporate Governance and align this to Strategic Goals and Client: Aetos Health Highlights • Aetos was a start-up and I developed the framework for their Corporate Governance • Researched King III and King IV and set up their initial company board • Developed the Board Governance and Constitution • Led the team to develop “Virgin” Policies and Processes which were industry specific for the health sector • Developing the initial Job Profiles for CEO, COO, CIO, Head of HR and having these signed off and approved by shareholders and the board _______________________________________________________________________________________________________________ _____ Radhika Bhairo-Venn – Program Manager - Page 3- • Developed an International Best Practice Document for Project, Program and Portfolio Management. This document aligns with the PMI Portfolio Management discipline. Almost all the programs I worked on included alignment of the Project/Program to the Organisational Strategy as well as benefits delivery and sustainment of the benefits for Business Continuity ABSA Collections Department May – July 2018 Absa Group Limited, formerly Barclays Africa Group Limited, and originally Amalgamated Banks of South Africa, is an African based financial services group, offering personal and business banking, credit cards, corporate and investment banking, wealth and investment management as well as bancassurance. Title: Digital Transformation Program Manager Program: Implementation of Digitisation in the Collection Space Highlights: • Taking the first EDC Invoicing Digitization Solution live successfully with commendations from executive management. Arrived on the Program on 16th May and delivered on the 5th June • The previous Program Manager left the program without a notice period and the team was left demotivated and did not believe they would deliver the first Project. My first task was to provide leadership and direction thus motivating the team. I set a governance framework so that the team understood the parameters within which they needed to deliver as well as their roles and responsibilities. They worked with me to deliver a “Go Live” within two weeks, which none of the stakeholders or team members believed they would achieve. The role includes line management responsibility with matrix management of project managers as part of the delivery of the Digital Transformation Program responsibilities. Mowana Properties February – April 2018 Mowana Properties is a property management company registered that manages two large portfolios worth a total of R40 billion. Title: Program & Portfolio Manager Project: Evaluation of Existing Project Management Processes and Corporate Governance in order to transition the environment to a PMO. The organisation was struggling with the team utilising and working with uniform processes. The requirement was to facilitate a workshop with all relevant stakeholders to obtain buy in and develop a proposal and business case for the implementation of a PMO. Highlights • Gathering information from relevant individuals to prepare for the workshop • Reviewing the last Projects Audit to ascertain where the issues lay • Unpacking what the typical successful project governance framework would involve together with integrated controls from the project level to the organization level. • Providing input and building report on focused Program and Project governance, execution and assurance • Identified needs at the Portfolio, Program and Project levels, inclusive of Governance & Oversight to manage and deliver successful projects and programs • Revisit and review of the Procurement Stream resulting in the following: o The Evaluation & Implementation of identified Systems, Tools and Technology to enhance collaboration within the organization _______________________________________________________________________________________________________________ _____ Radhika Bhairo-Venn – Program Manager - Page 4- o Defining a “Mowana Methodology” in alignment with Policies and Processes in alignment with International Best Practice and Standards o Evaluation of the Establishment of ISO Compliance and Certification MTN May – October 2017 MTN Group Limited, formerly M-Cell, is a South African multinational mobile telecommunications company, operating in many African, European and Asian countries. Title: Program & Portfolio Manager Program: Summer Campaign for Consumer Business Unit and Front of House ATO Project MTN had a new set of executives steering the company forward. With the change of leadership, there was restructuring throughout the business. Initial task was to deliver the Front of House Program which entailed the delivery of the Interim ATO (alternate transaction order) Solution as well as the Long-Term Oracle Solution. The Summer Campaign was in an unhealthy situation and with my success in the Front of House Program, I was tasked to “pull” together all the programs within the Summer Campaign and deliver 5 programs within the Summer Campaign Portfolio. Reporting directly to the Consumer Business Unit Executive. Highlights • In my personal capacity I brought extensive project, program and portfolio management experience to ensure the highest practical level of project/program performance. The effectiveness of my role was measured by the successful and predictable delivery of new business capabilities • Identifying dependencies, risks, issues and impacts in order to close the gaps and thereby deliver the FOH Program on 1st October • Ensuring Governance and Oversight by developing the governance and structure documents • Conducting stakeholder interviews and completing stakeholder analysis and completing the stakeholder power matrix • Applying the appropriate controls to improve the probability of the programs to deliver, on budget, on-time and to specification. These programs were delivering revenue streams to the business that were critical to the organisation’s competitiveness • Responsible for overseeing multiple top tier systems integrators, consultants, and contractors who are highly specialized in their respective fields ICT Works April 2016 – May 2017 As an Information, Communications and Technology company based in South Africa, our focus is on tailoring worldclass solutions and services to meet African challenges and driving service delivery through technology. Title: Program & Portfolio Manger Program: Recruited to establish and manage the ePMO together with the establishment of the Resource Management Functional Area _______________________________________________________________________________________________________________ _____ Radhika Bhairo-Venn – Program Manager - Page 5- Highlights • Established and managed the Enterprise PMO (EPMO) and oversaw the delivery and execution of multiple IT and Business projects at ICT Works and developing the waterfall processes from Portfolio into Program and Project Management. This was inclusive of Benefits Management, Transition Management and Planning into BAU as well as early Return on Investment • Established the Resource Management functional area inclusive of a Talent Framework in alignment with HR • Instrumental in introducing and initiating Portfolio Management at ICT • Identifying and evaluating relevant Resource Planning/Scheduling Tool Liberty Life Holdings June 2013 – May 2015 Liberty provides investment, insurance and health offerings to individuals and businesses. Title: Program Manager – Group Strategic Services Project: Implementation of PoPI Across Group Strategic Services I used Agile Methodology to implement this over a two-year period and included 29 Functional Areas within GSS. The previous program manager struggled to deliver any tangible deliverables over a twoyear period, and I was brought in to change this situation. Highlights • I used the Agile Methodology to achieve quick wins on this project. The team were struggling to deliver prior to my coming on board. The executive team requested a 3-month window to see how integrating Agile and Waterfall Methodology to implement PoPI worked and it worked very well, and we continued with this until the end of the project. • I worked with 8 Project Managers and 4 BA’s. It meant daily coaching, mentoring and training outside of work hours and my entire team grew and developed, learning Agile together with me. • Delivered: o My team and I successfully delivered a centralised Processes and Policy Repository o Successfully implemented PoPI with a Compliance Checklist for each Functional Area within GSS. The program was signed off and delivered on the 25th May 2015 ABSA Financial Services February – May 2013 Absa Group Limited, formerly Barclays Africa Group Limited, and originally Amalgamated Banks of South Africa, is an African based financial services group. Title: Senior Project Manager Project: Implementation of ABSA Financial Services Admin Back Office for the Financial Advisors Primarily recruited to turn a “Red Project into a Green Project” as this Project was three months behind schedule. ABSA Financial services wanted to automate the Admin Work for the Financial Service Advisors and this Admin Back Office was the Solution. Highlights • Delivery of “As Is” and “To Be” Processes and Gap Analysis Report, together with the AIFA Best Practice and Standards and the Industry Benchmark Standards by 19th May 2013 _______________________________________________________________________________________________________________ _____ Radhika Bhairo-Venn – Program Manager - Page 6- KPMG March – July 2012 KPMG is a multinational professional services network, and one of the Big Four accounting organizations, along with Deloitte, Ernst & Young, and PricewaterhouseCoopers. Title: Global Program Assurance Officer – Governance and Structure Program Manager Project: Global SAP Implementation The global SAP implementation was rolled out in Latam, Ecuador, Columbia, Poland and South Africa. The Delivery of Global Program Assurance by KPMG was to ensure that each Release and Stage Gate was passed prior to moving to the next Release and Stage Gate. My role as part of the Program Assurance team ensured that all aspects of the Program adhered to Program Governance and Structure to ensure the success of the Global Program. Client: SABMiller Highlights • Developed the program governance and structure in alignment with the SABMiller Group Corporate Governance ensuring the Operating Model for the program • Interacted and conducted interviews with executive level stakeholders to compile the Stakeholders Matrix at Global Level • Travelled internationally to introduce and walk through the governance and oversight structure with the Global Teams • Developed the Program Assurance Audit Kit in collaboration with my colleagues and obtained sign off from SABMiller • Extensive international travelling to complete Program Assurance and implementing corrective actions where required. Revisiting corrective actions to ensure no repetitions occurred Eskom August – December 2011 Eskom is a South African electricity public utility, established in 1923 by the government of the South Africa. Title: Program Manager Project: Integrated Access Control Program (Eskom wide project as well as an Exco initiative) The objective of this program was to ensure that a uniform and adequate security system was implemented throughout Eskom. Highlights • Critical Business Impact and Risk Analysis for Eskom Disaster Recovery for Eskom to upgrade their Disaster Recovery Environment • Set up and Hosting of a Test Factory (Testing Tool) for Eskom Located at Eskom College: o Achieved satisfactory hand-over with the appropriate publicity o Coordinated and managed the program debriefing; developed a program close-out report • The scope for DRA was implemented at Kendal and Duvha but designed for Eskom wide _______________________________________________________________________________________________________________ _____ Radhika Bhairo-Venn – Program Manager - Page 7- SABMiller November 2008 – June 2011 SABMiller plc was a multinational brewing and beverage company until 2016 when it was acquired by Anheuser-Busch InBev. Prior to that date, it was the world's second-largest brewer measured by revenues and was also a major bottler of Coca-Cola. Program Manager (April 2010 – June 2011) Titles: Program Manager – Manufacturing Department (February 2009 – March 2010) Program Manager – MIS (November 2008 – January 2009) Projects: Master Data Management Project (Migration of existing data into the New SAP System) BI Reporting Manufacturing and Supply Chain Project (Sub-Project which included all the Reporting and Analysis Requirements for the Manufacturing and Supply Chain Business Areas) Credit Intelligence Project (Implementation of a “Realtime” Online Credit Information System for the Owner Truck System) Project Management of various SAP Projects in the MS & D BIS Departments: Project Sawtooth (software required for the analysis and recommendations of pricing and marketing of brands and products for Consumer Insight) Project JDA Space Planner (software which allows the building of shelves, 3D views of stores with products in, allows rate of sale date and allows volume and forward sharing, specifically for retail) Project Synovate Temple (Liaison with business and technical resources to complete a technical architecture document and models) Project Garmin (designed to improve SAB’s ability to manage the performance of vendors, linked to KPIs and market execution measurements) Project Mahlasedi (Training planning, management & reporting for Tavernier training program) Project Basis Archiving (The archived documents were to be migrated to SAP in order to be viewed in SAP as per legislation for archived documents) Highlights • Master Data Management and Migration of Data for SABMiller Supply Chain Division • Implementation of a new Filler Management System for SABMiller which became the template for all the Breweries on the African Continent Summary of Career History over 10 years ago (Detail can be provided on request) MTN SA Titles: October 2007– October 2008 Program Manager (July – October 2008) Senior Project Manager (October 2007 – June 2008) Projects: Implementation of GIS System for MTN as well as a Sub Project Sub Project of the Branded Channel Project: Distribution and Planning Work Stream _______________________________________________________________________________________________________________ _____ Radhika Bhairo-Venn – Program Manager - Page 8- Lonmin Platinum Mines February – June 2008 Title: Senior Project Manager Project: Service Level Management Program Microsoft SA Title: Projects: March – September 2007 Senior Project Manager Implementation of SharePoint Server 2007 for Gauteng Provincial Government Infrastructure redesign for Ekurhuleni Metropolitan Municipality Implementation of ILM for Standard Bank Limited Eskom Title: August 2004 – May 2006 Program Manager Programs: Security and DR Program Oracle 9i Upgrade Project | Security Upgrade Project Business Impact and Risk Analysis for Disaster Recovery Implementation of Test Factory (Testing Tools Project) Gijima September 2001 – May 2003 Title: Program Manager Project: NMC/ISC (Network Management Centre / Integrated Support Centre) Project Client: Department of Justice South African Revenue Services July 2000 – April 2001 Title: Program Manager Project: Implementation and Rollout of Project 3 Billion I was Project Manager from the Implementation department on the Cape Port System, E-Filing and five other Customs and Excise projects: Cargo Management Systems | Central Registration | Refunds for Customs and Excise Integration with Inland Revenue | Accredited Client | Warehouse Inventory Management System Export Capture and Processing Project Manager - Implementation of Outbound Call Centre with Predictive Dialler References and Certificates available on request _______________________________________________________________________________________________________________ _____ Radhika Bhairo-Venn – Program Manager - Page 9-