Haroon is very delivery focused and has a track record of achieving above the client’s initial expectation. Haroon has recently concluded an end-to-end departmental review of procurement and contract management. His findings and recommendations were very well received. He was the finance and resources lead for the largest programme the Met Police have ever undertaken. Managing a £300million capital implementation budget for 38 projects, managing internal and external stakeholders, managing a resource pool of 150 personnel and he received directors’ commendation on his performance. Haroon is conversant with scoping and delivering change projects, managing internal and external stakeholders, overseeing and leading different business functions concurrently as well as being an inspirational leader for his team. Conversant with how public finances are managed and project and programme management methodology (PPM) within public sector. Familiar with most of OGC processes, OGC reviews, OGC frameworks and EU procurement directive. Haroon has been responsible for communication plans, business case drafting, approvals and subsequent updating. Haroon has a good grasp on business analysis, performance management and people management. Haroon is also Lord Chancellor’s Advisory Committee Member. Security Cleared by Metropolitan Police Service to (CTC) level.
Nov 2008 - Present
Lord Chancellor’s Advisory Committee
Appointed by the Lord Chancellor on a two day per month basis. The committee agrees and recommends to the Lord Chancellor on issues relating to magistrates’ recruitment, acts as an independent assessor of appointments and investigates allegation of misconduct.
Apr 2008 - Present
Departmental Review - Metropolitan Police Service (MPS)
Leading an end-to-end departmental reviews of procurement (£1 Billion) and retro-respective effect on different parts of the business. Carried out VFM analysis, “what-if” scenarios in relation to news business processes, which I developed. I have delivered my findings and recommendations to transform the department into an award worthy part of the organisation i.e. an EFQM Excellence Award. The business now has far better visibility of its procurement activity and awareness of where we are in the contract life cycle and how to approach day-to-day contract management.
Nov 2007 - Mar 2008
Programme Management Office - Metropolitan Police Service (MPS)
My role was to support the transition programme moving a number of business function from one site to another along with the IT infrastructure. I was responsible for and successfully delivered two of the programme work streams: (a) technology transition and (b) staff transition. I was also responsible for programme management activities setting up project board, project plan, identifying delivery milestones, managing programme risk and issues, supplier management and authoring relevant documentation. This role also involved integrating some of the latest technology with a set of bespoke and obsolete IT technologies. The suppliers for different aspects of the projects were all managed to deliver a common goal. This programme was delivered on time and below budget.
Aug 2005 - Nov 2007
Programme Finance and Resources Manager - Metropolitan Police Service (MPS)
Command, Control, Communication and Information (C3i) was the largest change programme MPS had ever undertaken. Establishing a new operational command unit and introducing new communications technologies to front line police i.e. 999 call handling. My role was to: a) Manage the programme finances of £300m i.e. budget setting, authorising purchases, and leading programme finance office staff b) Managed business case updates, documented and explained gap analyses, introduced new contents and managed the input from programme change control and configuration management c) Manage programme resource pool of 150 personnel. Assigning appropriate personnel to a suitable role, and hiring external resource as necessary; d) Oversaw business staffing and volumetric model i.e. analysing the business model, the day to day staffing requirement and forecast future staffing demands, e) Oversaw some of the Programme Management office activities i.e. change control management,
2000 - 2003
University College London, U. of London