1. Kate Milne
Project Manager
SNAPSHOT of most Recent Project.
Jan 2013- April 2015 (2.5yrs):Windows7Project Manager
NationwideBuildingSociety (Contract)
Implementation ofWindows 7 / Office 2010 migration for a large financial organisation of
13k+ devices across dispersedestate:3 mainAdmin centres, satellite offices andRetail
Branch Network12k devices.
Major Achievements –
Windows 7 Upgrade Project – Financial Services
 End-to endmanagement of Windows 7 DesktopTransformation.
 Deliveryof SCCM(SystemCentre Configuration Manager) infrastructure expansionand
creationof device roles to a broaduser base enabling numerous bespoke
requirements, tailoredpersonallyto eachenduser.
 Managingthe 3 mainadmin centres, satellite offices andretailbranchnetwork;the
retail branchnetwork operated on a unique infrastructure to the rest ofthe business,
this was delivered individuallyas its own project ona separate timeline to the main
and satellite offices within the same project target.
Snapshot Major Achievements – other roles
Bourne Hill
Project
Grade I listed manor house witha cutting edge architectural glass
extension to provide flexible working space to accommodate >600
employees.
 Led the development andimplementationof space planningand
Facilities Management service for Bourne Hill, SCALA Office
building of the year 2009 (Societyof Chief Architects ofLocal
Authorities), withinbudget of£22 million
 Influenced design, ensuring a streamlinedsystem approach
support, achieving a sustainable buildingandBREEAM(Building,
Research, Establishment, Environment, Assessment Method)
rating of“VeryGood”.
 Undertook leadrole inrelocatingmembers of staff from16
separate locations anddeveloped the Councils’ home office
solution (“workingfrom home”).
 Worked closelywith members of other departments to re-model
service deliveryand ensuring the best use of the building
 Responsible for introducing“no desk ownership” and
consolidation ofoffice services, suchas mail andstationery andIT
network services.
 Deliveryof informationmanagement anddocument storage by
introduction ofMicrosoft SharePoint.
CountyHall &
Shurnhold Project
Workingwith in the TransformationTeam, responsible for Interior
Design, Furniture andMaterials. Coordinatedof space allocation,
relocated400 members of staff from 5 different sitesandintroduced
centralised FMService (includingcatering).
 Successfullyrenovatedanoldschool site to a temporaryoffice
building whilst major refurbishment of Wiltshire Council HQ
(CountyHall) wasundertaken.
Local
Government
Reorganisation
Project manager of the teamresponsible for the creationof a
centralised authority-wide FMservice, following the merging of four
district councils withWiltshire CountyCouncil
 Successfullyreducedcosts by£650,000 in 12 months byreviewing
supplycontracts andsettingup and managing aneffective FM
Team.
 Identifiedmilestones, risks andissues, effectivelymanaged the
change and reporteddirectlyto the Executive Level, Programme
Director
 Ensured the consistent adherence to all relevant legislation and
health& safetyguidelines
Key Skills
 Project Management  Conflict Management
 Budget Management  Client Facilitation
 Vendor Management
 Project Planning
 PRINCE Methodology
 Business Transformation
 Change Management
 ITInfrastructure
 Transition
Management
 ContractMobilisation
Industry Experience
 FinancialServices
 Local Government
 Telecoms
 Manufacturing
Project Management Skills
 Creating realistic andpragmaticproject plans
 Evaluating risks anddeveloping suitablemitigation
 Managementofbudgets up to£22m
 Good commercial acumen: managing tendering
and vendorselection process
 Good awareness ofvarious PMmethodologies and
tools such as Prince2 and MS Project
 Ability to lead and develop a team
 Managementofdiverseprofessionals
 Resolving/escalating issues ina timely fashion
 Stakeholder management–from Senior
Management/ Exec-level to informing users,
including boardPacks, dashboardreport, briefing
papers,Business Cases and Funding Request Packs
Accreditation
Level 4 Diploma, Facilities Management
(BIFM- British Institute ofFacilities Management)
BTEC, Hotel Management
IT: Desktop Transformation,Microsoft Office
2010,MicrosoftProject,Microsoft Visio, SAP,
SharePoint, SSCM(SystemCentreConfiguration
Manager), ActiveDirectory, Wireless LAN, Data Centres,
Lync & Communicator
Personal Details
Kate Milne
Mobile: 07939 032 076
Email: KMilneKLM@gmail.com
Interests: Travelling, Films,FictionalLiterature,
Walking, Socialising withfriends and family
Other: Driving licence; fulland clean
(References are available upon request)

2. Career Summary
CONTINUED FROM SNAPSHOT: Jan 2013- April2015: WINDOWS7 PROJECTMANAGER,Nationwide BuildingSociety
Working within the Workplace Agility Project (Business Transformation Dept.) to tight deadlines, implement Windows7 & Office2010 across
the IT infrastructure, to ensure global directive fromMicrosoft is met whilst extendedsupport was still inplace.
 Management ofa UK-wide deployment of >13k users, with numerous bespoke requirements.
 Managing essential infrastructure components, policies, processes and equipment to ensure operational effectiveness. SCCM (S ystem
Centre Configuration Manager), implementing unique user roles in accordance with individual department and user requirements,
ensuringcorrect applications are deployed.
 Initiate open discussion with stakeholders for software remediation, reducing duplication of effort, enhancing flow of information and
upgrading applications; rationalising outdated process and packages and giving stakeholders confidence that all functionality will remain
in keepingwith current deliveryanddependencies.
 Management of 1 direct report and matrix-managed third party engineers. Reverse management of senior executives to provide
structuredplans for eachteamand considering user ability, giving management confidence of effective transition.
 Responsible for working with Managed Service Provider to define the deployment process and ensure project deliverables, e.g. changes
to Active Directory.
 Stakeholder Management – user communication in the form of weekly meetings with business co-ordinators and issuing minutes/board
papers andbriefing papers to ensure smooth transition and adoption, negotiating withstakeholders to achieve compliance.
 Creation andpromotion ofa self-help “Training” website for users, containinghints, tips, FAQs and QuickReference Guides
 Point of escalation for deployment co-ordinators and businesses areas when issues arose, using experience and calm manner to diffuse
situations and ensure satisfaction, managing conflict and providingadditional solutions where required.
 Workingwith the groupcommunications manager to devise suitable communications planfor eachdeployment area
 Workingwith keythird partyIT team to agree reasonable constraints and ensure deployments work withinthem
2010-2012: CORPORATEFACILITIESMANAGER,Wiltshire Council
SNAPSHOT Project: Bourne Hill Project, County Hall Shurnhold Project.
During a period of transformation within Local Government, Wiltshire led the way in a Business Transformation Programme - office
rationalisation and agile working – 98 council offices into 3 main hub buildings. I Project Managed the deliverables within the Property Team,
primarilyFacilitiesManagement andInformationTechnology.
Delivered critical, financial, infrastructure andredevelopment projects concurrently;
o Extensionof existingpropertysecuritysystems and CCTV
o Delivered newinfrastructure byinstallationof WiFi strategicallywithin the CountyHall complex
o Implementation of‘follow-me’ print system
o Installationof new CAT-6 StructuredCabling across the complex
o Delivered the Data centre upgrade to a new environment following move to UnitaryAuthority
o Deliveryof Award-Winning £22million Bourne Hill office in Salisbury
o Deliveryof informationmanagement anddocument storage byimplementation ofMicrosoft SharePoint.
o Renovation ofShurnholdsite for providingstaff temporaryaccommodation duringCountyHallredevelopment
o Redevelopment and transformationof CountyHall
o I retenderedthe “Soft Facilities” contracts covering catering, keyholding, securityandcleaning(£1.5Mpa.)
 Managed and direct (56-strong) Facilities Management Team, running the Council’s premises with proactive planning of resources and
reactive ‘out ofhours’ service. Including driving staffdevelopment
 Accountable for creation, development and implementation ofthe Council’s Facilities Management Strategy
 Consistentlydeliveredprojects to schedule and inbudget
 Ensuring Council Propertyadhered to legislative requirements while retainingthe historical importance ofthe buildings
2002-2010: SENIORFACILITIESOFFICER,Wiltshire CountyCouncil
SNAPSHOTProject: LocalGovernmentReorganisation
In charge of the Adminbuildings portfolio, improvements to site (Hardand Soft FM)
 Arranging contractual works andfacilitating the following projects:
o Replacement securitydoor system
o Laser-beam network link
o Telephonyupgrade, follow-me loginsystem.
o Provisionof Mobile LibraryVans
o RepurposingTrowbridge TownHall(MilitaryInquests, Post-Mortems during temporaryclosure of RAF Lynham)
 Creation ofApprovedSupplier List, reducedthe duplicationand “overwhelming” number of suppliers
 Contract management and maintainingrelationships withThird Partyandservice providers
 Managed tender processes andensured all current legislation was adherence to
 Responsible for planning, organising, directingandmanaging the 24-hour FacilitiesManagement HelpdeskTeam
 Oversaw the maintenance andongoingmanagement of keybuildings withinthe Council Portfolio, including monitoring KPIs andSLAs
 Key Member of ‘Transformation Team’ to facilitate current and future accommodation planning, eg. Hot Desking, Lean Process, adopting
Corporate Space Standards
 Management of 12-strong Facilities Support Officer Team, ensuring appropriate resource allocation (operational cover), staff induction,
appraisal, training and development, successionplanning, discipline andstaff wellbeing.
2001-2002:EUROSERVICES COORDINATOR, MAN Trucks
1998 – 2001: CONTRACTS & RECEPTION MANAGER, Dyson Appliances and DysonR&D