Jonathan Norris

A proven leader with over 10 years of experience delivering valuable change to organisations, staff and customers. Confident in forging lasting stakeholder relationships at all levels. Aligning projects with strategic goals, whilst identifying concerns and opportunities to exploit. 

GreenSquareAccord, 05/09/2022 – 16/07/2023 Project Manager

Working with CFO and Finance Director to implement a new chart of accounts and single ledger following a merger. Two finance systems and the respective business area’s reporting and data requirements migrated to a new single instance with improved working practices, MI and financial controls. 

Yorkshire Housing, 12/02/2011 – 15/06/22 Project Manager

Managing the delivery of many, high priority, strategic projects in line with corporate strategy over 10 years.  These projects have affected all 800 colleagues in 5 directorates and across 150+ sites. This organisation has a great diversity of functions with a wide variety of requirements and working environments.

Below is a sample of the types of projects I have managed:

Design and implementation of a cloud based HR system (Cascade) and data migration from on prem with manual calculations to automated cloud HR suite. 

Implementation of a purchase to pay financial system (Open Accounts with MRI) enhancing financial controls and safeguards resulting in a lower risk profile for the organisation. This included significant data modelling and migration with the creation of new data sets at the point of migration to meet requirements.  Ultimately contributing to a change in governance rating which secured better investment terms.            

Rebrand of the organisation from initial discussions with CEO and board, consultation with customer panels through design workshops and ultimately the digital and physical rebrand across 150+ sites, fleet vehicles, social media platforms and systems. This also included a sea change in the tone of voice for the organisation both internally and externally bringing our image in line with the new identity of the organisation.

Redesign and implementation of processes for property asset maintenance and disposal resulting in a £3m yearly reduction in the organisations operational costs

Procurement and implementation planning of Dynamics365 platform securing a strategic partner through a closed dialogue process. 

A complex project transforming the culture of an organisation with 800 colleagues, moving away from a silo mentality to a collaborative, holistic approach to service delivery based on the Office365 and SharePoint platform. Implementation of the latest in enterprise social network tools, to remove technology barriers. Overhaul of mobile device management and ICT policy, improving communication and information access between office and mobile based colleagues. Upgrading desktops and meetings rooms to provide video conferencing suites across 8 sites.

A strategic review of Income Services to protect the organisation from a potential £2.3m loss in income, in the wake of government legislation to move to Universal Credit. Carrying out detailed analysis and projections to create robust monitoring, trigger points and action plans, to allow the business to be proactive in the face of fundamental changes to the income model.

Successful implementation of a companywide pay and reward structure for 600 colleagues. Strong reliance on stakeholder engagement throughout to maintain motivation and ensure all management tiers were ‘on message’. Harmonising hundreds of pay points into 6 distinct pay bands, from business support roles to the CEO with agreed, role based pay points within each band. 

Migration of the core software system to a browser based product. Introducing new functionality affecting policy, process and procedure, with a successful launch across 8 sites simultaneously. Ensuring all 300 users, at varied skill and confidence levels, had the correct level of support and training to enable a smooth transition for staff and customers.

Purchase and fit out of a large city centre flagship office.  Closure of 8 ‘hub’ offices and the sympathetic re-location of staff and changes to their contracts. 

2021 APMG Agile Foundation

2019 Prosci Change Manager 

2015 MSP Practitioner (Managing Successful Programmes)

2015 MSP Foundation (Managing Successful Programmes)

2013 PRINCE2 Practitioner

2013 PRINCE2 Foundation