1. KEVIN LENIHAN
22 HOLME PARK AVE, CHESTERFIELD, S41 8XB
PHONE: 07713 999907 EMAIL: kevin.g.lenihan@gmail.com
SUMMARY and KEY SKILLS
 Experienced professional delivering major, critical and politically sensitive IT, Financial
Services and Transformational Business Change programmes across large user, multi
stakeholder organisations
 MSP (Programme Management), PRINCE2 / Agile (Project Management) and ITIL (Service
Management) qualified
 People orientated with strong influencing and leadership skills, passionate about the
importance of building effective teams to deliver success
 Consistently recognised as a high performer whose structured and organised approach
reflects an audit background gained in operational, environmental and project areas.
 A former international athlete who brings energy, dedication, drive and focus to resolve
business issues and implement effective change
CAREER and ACHIEVEMENTS
Post Office Ltd (POL) Jan 2011 – Sept 2016
Head of Business Information Management / Information Services
The teams that controlled Master Data, Reference Data and MI Sales Reporting had been merged as
part of an internal restructure. I successfully merged the various teams into one function and
transformed our approach to Information. I effectively revised how data and information was
managed and introduced a revised underpinning governance in the form of more structured
standards, boundaries and accountabilities.
Headlines :-
• Designed and led restructure of the function – additional skills brought in both from internal
and external sources
• Devised Data Improvements Programme – a mechanism for the Team to focus on specific data
improvement opportunities enabled by a dedicated budget
• Instigated the development of Information Specialists – Promoting and supporting the
development of a further layer of information specialists in all business areas.
• Designed and led Development Programme – Bespoke external education programme
developed with Sheffield Hallam University to enable the specialist knowledge of Post Office staff
to be complemented with leading industry standard thinking in data management. All members of
the team undertook this course
• Designed, instigated and led the Data, Knowledge & Information Management Business
Forum – Established a quarterly external forum jointly that I joint chaired with Sheffield Hallam
University involving blue chip companies
• Presented to EU working Party (May 2013) – as part of an initiative working with the unions –
my session was about Matching Skills to Changing Business Demands (essentially describing the
staff development programme involving the development programme)
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2. • Lead and guest presenter :- British Computer Society (BCS) / Student Groups / British Airways
BI Lead Team / Internal senior functions about various topics ranging from staff development /
Information Governance / Use of Creative Thinking within a Business environment.
• Led the TUPE outsource of some of the Information Services function in 2015-16
• Restructured the existing function (widen scope and headcount reduction) in 2016
Post Office Ltd (POL) April 10 – Jan 2011
Customer Experience Programme Manager
The Customer Experience Programme was a ‘top five’ strategically critical Programme within Post
Office Ltd. It was about understanding Customer expectations and transforming the way POL do
business across all touch points – not just Counters but also Web and Phone. It aimed to provide a
consistently excellent experience that ensures customers will want to return. It was initiated in Sept
08 but was not progressing in line with Business or Sponsor expectations. I was brought in as
Programme Manager at the request of the Marketing Director (Programme Sponsor). I transformed,
refocused and re-energized the Programme to achieve its deliverables.
• I introduced revised governance, a new Programme delivery team, a new Board, a new Business
Owner. I increased individual Programme accountabilities, work packages, clear milestones, a
baselined £1M budget and overhaul of the Programme mandate and documentation.
• I successfully increased its increased focus at executive Team level and its position as a key
strategic element of the 2011-2016 five year plan was understood.
Post Office Ltd / PO Financial and Travel Services (POFTS) April 09 – March 10
Globe Programme - Head of Delivery (PO LTD)
‘Globe’ was a key strategy for both Bank of Ireland (BoI) and PO Ltd and aimed to become a genuine
alternative to the big 5 banks by offering a different financial services proposition. Essentially we were
launching a new UK banking proposition with a budget of £88 M. I was the Programme Manager for
Post Office Ltd and reported to the Programme Director and POL Marketing Director. Areas of
influence within both POL and POFTS were primarily at Director level. There were 3 main
Programme strands – Service (IT) / Product (Design) / Distribution. As POL lead, my main area was
Distribution, although I was also responsible for all POL delivery in the IT and Design strands.
• I established and led the PO Ltd Distribution Programme: which included recruiting the
Programme team, Governance – including Programme Boards / cross Programme;
• I was the lead across all 3 strands on behalf of POL – i.e. IT, Product Design and actual delivery;
• I built strong relationships with internal and external suppliers as a key part of the delivery;
• I ensured regular briefing updates for the POL Marketing and Operations Directors who were on
the overall Executive Steering, to ensure that there were no surprises and that they were always
appraised of any issues/ concerns;
• I ensured POL business case financials remained on track (cost and benefits);
• I led the design and governance approach of the other two strands and created the overall ‘Globe’
Programme standards in respect of DRAID logs, meetings and reports;
• I supported POL Marketing Director in delivering his vision and supporting each of the other
strands;
• I ensured a controlled ‘mothball’ of activities in Feb 10 when the POL and BoI Executive Teams
agreed that the economic conditions were not right to launch a new Bank.
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3. Post Office Ltd August 08 – March 09
Management Information (MI) ‘Credence’ Programme Manager
The MI Programme was established in early 2008 – its aim was to improve sales data quality; provide
toolkits that targeted information; create a flexible technology base that enabled the creation of a
single source of the truth and consolidate multiple Master Data sources to underpin this. The delivery
date was end of March 2009 and this date was non negotiable – the new systems and associated
processes needed to be in place with all users trained and existing links / data migrated. The Year
End accounts of Post Office Ltd were dependent on this change being accurate and on time.
I took over the MI Programme in Aug 08 – it was 6 months into its 12 month delivery. It was ‘Red’ on
all Time, Cost and Quality (TCQ) aspects and was regarded as a ‘problem’ by the POL Operations
Director. It had a budget of £8.5M, key dependent Sales MI and 2 other major Programmes were
dependent on its successful and timely delivery. My job was to turn the situation around, restore
confidence and deliver this in March 09. The new Data Warehouse based MI system – named
‘Credence’, successfully launched on schedule in March 09 within budget, quality and agreed scope.
• I led the Programme team – including third party IT suppliers – Logica, Kalido and CSC;
• I restructured the Governance - new PMO, focused scope, new Board, revised reporting,
introduced clear accountabilities;
• Introduced regular updates for the Finance Director (Sponsor) and Operations Director and
ensured regular updates slots with the PO Ltd Executive team.
Post Office Ltd Sept 06 – August 08
Network and Product Change Manager
I led the team of POL Project and Product Change managers and Operations Publications – overall
budget £1M. When I took this team over, it had a poor reputation for delivering against deadlines and
staff always appeared under significant pressure. I re-organised the staffing, structure, associated
processes and replaced outdated practices. I led the change programme which protected productivity
but increased reputation through greater engagement and relationship building with key stakeholders.
• I reduced the staffing levels in Operations Publications by 25% (8 to 6), increased skill sets and
flexibility of the team whilst ensuring essential quality targets remained unaffected. I also ensured
all projects were managed and delivered to agreed timescales, quality and cost (Number of
Product Changes delivered annually was approximately 1000). There were usually 90 projects in
delivery at any given time;
• I managed team capacity and increased its capability (incl. professional PM qualifications);
• I ensured key stakeholder and Executive / sponsor reporting;
• I ensured that the impacts, benefits & risks of Project Changes were assessed and agreed by
relevant stakeholders within key stakeholder areas.
Post Office Ltd Nov 04 – Sept 06
Planning and Integration Manager
I led the function which controlled change as it affected the POL Network Support (NS) -Service
Management, Front line training, Communication, Point of Sale materials, and Logistics. This meant
knowing what change was coming in and ensuring that both Network and Operations suppliers were
aware, ready and prepared to go-live. Specifically:-
• I influenced Programmes to ensure best practice design - so that full advantage was taken of
Service Management capabilities;
• I led, and was driving, monitoring and reporting progress against associated plan;
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4. • I managed internal and external suppliers via escalation process where necessary, to ensure
delivery.
Post Office Ltd - Head of Logistics 2003 - 2004
This role had a £30M operational budget and managed all stock, cash and Point
of Sale material for approx 17,000 outlets.
Post Office Ltd - Service Management 1998 - 2003
• Service Management – Banking Transition Lead as part of the Banking
Programme delivering pin pad and front line capability to PO Ltd
• Head of Problem Management
• Head of Supplier Performance
• Programme Office Manager (establishing Service Management function)
Post Office Ltd – Horizon Automation – lead for Transaction Processing
This role as part of the major transformation programme was essential for
ensuring that the accounting area for Post Office Ltd was represented involved,
trained and received regular, clear communication – there were over 1000 people
in the unit.
1997 - 1998
PO Ltd – Audit Manager – Operations and Projects
My roles included Audit lead on Systems and Cash audits within the Post Office
District Head Offices and main POL Bank of England ‘Notes Held to Order’ Cash
Remittance Units. As Project Audit Manager I sat on Project boards and ensured
controls built into delivery.
1992 - 1997
PROFESSIONAL DEVELOPMENT and QUALIFICATIONS
• Managing Successful Programmes (MSP) – Advanced Practitioner
• PRINCE 2 – Project Management Methodology Practitioner
• IT Infrastructure Library (ITIL) ISEB Service Management
• Professional Qualified (City & Guilds) Assessor (for Recruitment)
• Qualified Facilitator in ‘De Bono’ Creative Thinking Techniques
• Mentor to 5 staff within Post Office Ltd
• Coach to a senior member of staff within the PO Leadership community – Influencing Skills
INTERESTS
• Sports Psychology – Coach to Win qualification
• Golf Society Secretary and Treasurer – participate and organise events for 30 members
• Coaches and participates in sporting activities – particularly athletics and football
PERSONAL DETAILS
Full current driving licence and own vehicle. Flexible for Business travel commitments and enjoy
good health.
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