Grzegorz Kieszkowski

Syncron

Technical Program Manager

Nordcloud, an IBM Company

- Performance/efficiency improvement.
- Engineering management.
- Flow engineering.
- SLDC ownership.

Team Lead

Leading software engineering teams in product development along with its delivery and maintenance (RnD department).

Domains: 

1. Cloud native software development.
2. Cloud infrastructure.
3. Cloud management.
4. FinOps (SaaS development).

Technical Project Manager

adplist.org

- Guidance on career pathways.
- Resume and portfolio review.
- Personal development.
- Growth planning.
- Career coaching.
- Breaking into IT.

Mentor

CodiLime

Managing software development projects in areas of: 

1. Network monitoring.
2. Networking.
3. Cloud.

IT Project Manager

- Creation and development of information security audit program.
- Conducting internal security audits across company.
- Monitoring the effectiveness of ISMS.

Information Security Management System Internal Auditor (ISO 27001)

- Co-creation of Information Security Management System (ISMS) in compliance with ISO/IEC 27001.
- Representative of engineering department in cross-department InfoSec Team.
- Constant development and improvement of ISMS.

Information Security Team Member (ISO 27001)

British Council

- Providing administrative, financial  and operational support to Head of GIS.
- Creation and maintenance of project documentation.
- Coordinating technological refresh project.

Global Information Services Officer

- Supporting Country Director and regional posts in project management.
- Supporting BSS (Facilities, Finance and Human Resources).

Business Support Assistant

Mentoring in areas of:
- technical project management
- process improvement
- software development management
- productivity
- career advice
- designing growth plan
- implementing growth plan
- building value and constant growth
- breaking into tech
- entering a job market
Feel free to book a session at https://adplist.org/mentors/grzegorz-kieszkowski

University

Leading a strategic fast paced multi-channel data-focused change and improvement programme as part of a cross-organisation transformation agenda to improve business capability and customer experience

Program Manager

UK Home Office

Designing and managing change and improvement projects to enhance the experience of being employed in a government department.
Areas include:
Payments
Performance of corporate services 
Estates provision
Facilities management 
Fire & first aid coverage

Employee Experience Specialist

Working to strategically redesign and improve the delivery capability and customer offering of the corporate services group (HR, Finance, Digital, Commercial, Projects & Programmes, Transformation, Estates, and Security) to better serve the organisation’s customer base of 35000 staff across 100+ locations globally.

Both directly leading work and also commissioning external consultancies to undertake similar.

Business Strategy Change Manager

Using person centred management and strategic systems thinking to coordinate staff, fix problems and create improvements.

Coordination of projects for a post-covid workplace modernisation/transformation incorporating HR, Estates and Digital (£34m).

Delivery of workplace Covid testing facilities and related functionality across the UK core buildings, delivered two weeks ahead of schedule from zero brief two months earlier.

Recruiting, mentoring & supporting junior delivery and other project staff (£1.2m)

Delivered digital records management system for offsite document storage (£140K).

Led audit, logging, mapping and subsequent creation of digital management tools for estates (140 locations).

Nominated for 2021 Civil service Excellence awards for creation of Digital and Estates collaborative operational cell.

Received ‘Sustained Excellence Award’ for first years of work.

Senior Project Leader

Solace

Associate

Toucan Consulting Ltd

A not for profit personal vehicle for providing strategic and operational scrutiny, support, services, and advice to emergency service, public sector and third sector organisations for lasting multi channel and multi agency change, integration and improvement.

Notable projects:

Programme assurance for NHS digital.

Implemented a system to support referral to and subsequent case management within early help and related safeguarding for Birmingham Children’s Trust.

Implemented a referral and management system for Tiny Life premature birth support services in N. Ireland

Developed and delivered a domestic abuse service referral system and case management system for Devon County Council.

Designed and developed processes and supporting systems for poverty assistance in N.Ireland & Birmingham

Developed system based multiagency information sharing agreements and processes for London based Police led protection of vulnerable people

Public Sector Consultant

Unison

Vice Chair, Notts Police

Nottinghamshire Police

Strategic leadership of an end to end business transformation programme to embed learning and related outcomes from several serious case reviews for multi-agency working and improved associated county wide information sharing encompassing over fifty agencies including local authorities, NHS, emergency services, probation and third sector service providers.

Revised and refreshed information sharing practises, processes, and agreements across all partners to enable effective multi agency working between statutory and non-statutory agencies for joint working to reduce threat harm and risk.

Established effective systems based operational and strategic integration of health, police, fire, local authority, housing and third sector for joint working around vulnerable and complex people and recurring problems.

Created self-managing cross functional and cross organisational delivery teams with a culture of shared partnership working.

Established a virtual conferencing, risk assessment and ongoing multi-agency case management for Hate Crime victims.

Designed new process for Domestic Abuse referrals and transitioned case conferencing of domestic abuse victims and perpetrators to a digital virtual format using SAAS systems.

Developed systems and processes for real-time joint working with tracked auditable tasking between Police and Local authority staff for the community safety agenda.

Designed and developed multiagency digital processes for tracking and supporting transient members of the rough sleeping and street community.

Introduced digitally enhanced audit processes for staff performance, case quality and compliance within community safety partnerships.

Integrated Police, Probation, and other services onto single shared case management system for the  joint management of high risk and prolific offenders (IOM).

Developed frameworks for the management and conferencing of Hoarders between fire, local authority and health partners.

Programme Manager

Nottinghamshire Police & Crime Commissioner

Overseeing and strategically managing the staged transition of key multi agency business areas to a single cloud based joint case management system to reduce crime and protect vulnerable people.

Senior Project Manager (6 month contract)

Brought in to ‘kill or cure’ an over running project that had failed to deliver in three years, I delivered a working model in six months.

Responsible for the implementation of ECINS, a cloud based multi-agency case management/data sharing system across Nottinghamshire; encompassing 27 partners including local authorities, emergency services, prisons & charities.

Stakeholder engagement & management to strategically ensure delivery within all partner organisations.

Preparing and managing project & risk plans across a variety of partnership settings & reporting to the project board.

Single point of contact with the system provider resolving problems managing work flows & contractual obligations.
Managing delivery of a programme of multi format induction and training for users.

Matrix managing a network of champions, project managers and business analysts to support implementation within each partner.

Commissioning & planning communications for stakeholders
Managing tenders & procurement for services (£70,000 PA) including an independent review of the product (£10,000 spend).

Managing audit & quality assurance of the system & the project.

Responsible for information governance and data assurance for the project and the system itself.

Managing systems migration and operational integration within each agency.

Building relationships with senior managers in partner agencies, advising them on the business benefits of the system.


Notable Achievements:
Nominated as a ‘future Chief Executive of Crime & Policing’ & attended associated systems management course

Project Manager (12 month contract)

Devising & monitoring performance management strategies that support continuous improvement methodologies.

Managing relationships across the business to establish business processes & measurable deliverables
 
Supplying management information, research & insight to Chief Officers using qualitative & quantitative data
Horizon scanning, risk mapping & establishing background insight to management information.

Using data management tools & systems (MS Office, Business Objects, SPSS, Excel, Visio) 

Representing the Force at national Policy workshops & conferences.
Dealing with media requests & meeting members of the press.

Notable Achievements:
Developed a performance tracker for Offender Management that was adopted by the College of Policing.
Senior Officer citations for inter-force comparative business analyst project & for supporting the Chief Officer.
Appeared on behalf of the force speaking on effective leadership in a national media campaign for College of Policing

Performance Analyst

Derby City Council

Providing analytical support & input as part of a three person team implementing a change management programme to align DCC processes with the national troubled families programme.
Supporting & seconding for the programme manager to ensure smooth fulfilment of the programme plan
Meeting with partners & stakeholders to establish methods for cohesion into the programme structure.
Participating in operational process- allocating work to staff  (tasking) & monitoring results
Identifying & managing issues & the consequent operational risks.
Commissioning services to support the programme 
Participating in regional working groups for analysis and delivery of the Troubled Families programme
Notable achievements
Project assurance for £3,000 000 ‘Liquid Logic’ IT implementation project.
Commissioned a bespoke £80,000 IT solution to manage information relating to the TF project.

Snr Project Analyst, Health & Social Care Change Programme (Fixed term contract)

Nottingham City Council

Coordinating operational and strategic partnership of Police, local authority, and 300+ retail and licensed sector business to establish effective collaborative working, legally compliant national intelligence model quality information sharing, and an agreed standard of competence and behavioural practises on the part of private security in the city.


Notable Achievements:
  Business/Private Sector liaison Officer in Silver Command suite during August 2011 riots.
 Supervised the application of the DCLG recovery fund after the riots on behalf of NCC.
 Regular appearances in the media (local & national) regarding business crime.
 Speaker at the British Retail Consortium National Retail Crime Partnership conference 2010.
 Elected a director of the regional coordinative and accreditation body for BCRPs- MRCI Ltd.
 Training partner for a number of Nottingham businesses incl' two shopping centres & a local training college in matters relating to security.
 Consultant by several Police forces, shopping centres & partnerships regarding effective BCRPs.

Business Crime Reduction Officer

Contract, Interim & Perm / Programme / Operations / Strategy / Transformation / Governance / Corporate Services / Change / Partnerships / Local Government / Central Government / Police / Health / Management / Leadership

Ex Police, Home Office, and Local Government with significant experience of delivering across boundaries in complex multi-agency situations.

Practical hands-on experience and related qualifications in:
Analysis, Projects, Programmes, Change, Transformation, Strategy, Operations, Policy, Governance, Stakeholder Management, Leadership, Commissioning, Estates, and Commercial.

I’ve worked (often concurrently) in and/or with:

Public sector, third sector, police, local government, central government, health, retail, licensed sector, emergency services, social care, housing, digital providers, service providers.

I’m open to work, either perm’ or FT contract of no less than 18 months, base salary £65K+, and have a three month notice period.

I love leading and supporting people, solving problems, sorting out messes, building or improving structure, regulating governance, and using data to establish issues then leading and empowering people to solve them.

People are the most important thing to me, I use leadership and person centred working to build strong, happy, effective teams so we can make things happen.

In order to ensure permanent improvement I build effective delivery structures with related governance and procedures for those people to operate in a supported empowered way.

I have a mix of qualifications and experience in agile, prince2, six sigma, lean and MSP.

I’ve managed multi-million pound budgets, I’ve worked with/in companies/orgs’ from less than ten employees through to organisations of 30K+, I’ve transformed situations that have improved and in some cases saved lives.
Some of the most obstructive and hostile stakeholders in projects I’ve taken on have gone on to become some of my best friends.

I like to get things done effectively and efficiently and am not afraid of sticky or problematic situations.

I’m also a qualified paddle sports instructor and spend the warmer months teaching young people every weekend as a volunteer, plus I have nearly fifteen years and counting of experience in volunteer youth work in The Scouts (I hold the Queens Award for Voluntary Service) and still find time to have a passion for all things two wheeled, motorcycles, mountain bikes, road bikes etc.


Matt E.

Sometimes poor leaders succeed on the strength of being poor leaders.
Sorry, but it's true.

IME there is a point on the ladder where there forms a failsafe and people can fail upward and sidewards but never downwards and there develops a bastardised circular reasoning Dunning-Kruger/ Descartes mash-up self evaluation and subsequent self belief- 'My job is important, I have my job, therefore I am important, therefore I am clever as I wouldn't have my job if I wasn't clever, because I am clever I must be good at it, if I wasn’t good at it I wouldn’t have this job"..

This means they can storm through meetings and interviews fog-horning away as an unchallengeable dynamic verbose character with little to no understanding of, or engagement with, their actual business.

Volume and conviction are mistaken for knowledge and capability.

They throw things down the line and can't be reasoned or argued with so those below meekly pick it up and deliver, often using their own knowledge and capability to make things happen despite that leader.
Meanwhile, those at the top of the tree see things happening underneath these people so they must be good leaders and managers, right?

Sometimes the bad guys win, sorry.

#work
#leadership
#management

Organisational Leadership for solving problems in: Programmes / Technology / Transformation / Strategy/ Projects / Public Sector / Local Government / Central Government / Police / Health / Social Care/ Higher Education

I was rather flattered to have the opportunity to travel to London today to attend the London Corinthian sailing club on the Thames in Hackney as a guest of the International 14 classic and vintage fleet (if ever a fleet had my name on it then that does!) for their winter lunch and centenary planning.

With slide shows and discussions of boats spanning from the Edwardian period to now (some of which are still in action in competitive sailing) that have been raced by names that went on to become legends in the sailing community, not to mention the historic location itself (behind me in the pic’), it was a treat to be there.

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Stephen Fry isn't as clever as a lot of people think he is. He just fronts (well fronted) a show about clever stuff and had a lot of people writing and finding stuff out that went into the script he presented.

Likewise a programme or #ProjectManager is the mouthpiece and front person for the collective endeavors and knowledge of a wealth of SMEs and stakeholders.

When that P(g)M front-person speaks at the board or to stakeholders, they are relaying what they have learned, been told, or read. 
They have faith in it and as such give it authority and gravitas. 
They may also have significant knowledge themselves (Mr Fry is no intellectual slouch either) but managing, leading, and presenting the work of others does not mean the manager has a total 360 understanding of a topic and that they have absorbed it all by proximal osmosis.

Do not confuse leadership and people/presentation skills of a topic with being an expansive in-depth authority on that topic.
As P(g)Ms we are the sum of everyone's experience but the owner of very little of it- we are stood on the shoulders on everyone else involved.
#Leadership
#Management

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Grzegorz Kieszkowski

Matt E.

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