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Raj Tulsiani, CEO & Co-Founder
“We founded Green Park in 2006 with a mission to change the face of leadership. We retain that same passion and entrepreneurial spirit today as when we started. Only now, the world is turning towards us.”
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Jo Heath, Managing Partner and Head of DICE
“Championing Diversity & Inclusion since our inception, we are driven by the core belief that there’s no shortage of talent, only opportunity.”
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Jo Sweetland, Managing Director
“A global talent advisory firm, Green Park is an industry pioneer in building diverse, senior leadership teams and more equitable workplace cultures.”
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Kai Adams, Managing Partner
“We deliver sustainable business value on a global scale to help organisations bring the future into focus.”
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Trevor Phillips, Chair
"Our clients benefit from our data-rich insights into what will drive productivity today and continue innovation through turbulence tomorrow.”
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David Needham, Managing Partner
"Our candidate care lasts long past the point of placement and is key to the rich relationships we build from a foundation of trust, authenticity, transparency and inclusion."
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Colin Salmon, Chair of the Green Park Foundation
“Through the Foundation, Green Park aim to deliver £1million of social value per annum to improving children lives and creating a more sustainable, equitable world”
HM Revenue & Customs had recognised that its existing DevOps programme was failing to gain engagement or traction from some key stakeholders. The programme had struggled to demonstrate measurable benefits and overall had a negative perception within some areas of the business.
The Project
Green Park were engaged to re-set and relaunch this programme to deliver the business engagement and tangible benefits that had not been realised under the previous approach. Working collaboratively with HMRC, Green Park helped create a new vision, strategy and a set of offerings that made use of digital and cyber technology. The programme was rebranded and re-launched as Continuous Delivery (CD) Continuous Integration (CI) Programme and included:
- Adoption of Continuous Delivery (DevOps, SecOps, WebOps) – approved by the SRO.
- Driving the integration of teams, technologies and services through a consistent approach to embedding new business processes that utilises common frameworks.
- Improvement of Cloud and on-premises infrastructure (servers / storage / networking).
- Existing and future tooling optimisation to reduce cost and duplication of licensing and improve performance and governance to drive operational improvement.
Additionally, Green Park provided support to make structural changes to the programme team to establish the CD CI Programme. These comprised:
- Adoption of agile practices and creation of a central backlog.
- Development of Terms of Reference (ToR), Team Objectives (OKRS) and Services Catalogue.
- Restructure of the team to provide internal capability development opportunities through shadowing and mentoring.
The focus was on delivering tangible benefits each quarter despite a 50% reduction in the size of the team. These included cost avoidance through the development of solutions in-house, as opposed to using an external supplier, and reducing resource requirement through streamlining of processes. Green Park were also able to improve performance against service level agreements and create time savings by unblocking issues on programmes.
To manage the transformation of the CD CI programme, Green Park established a Continuous Delivery Champions Network and Community of Interest to support the awareness and adoption of new ways of working, provide coaching, and drive the cultural change required.
2020 Strategic Sourcing Strategy
As an extension of the work on the CD CI programme, Green Park were asked to assist HMRC’s wider transformation, providing programme management expertise to support their 2020 Strategic Sourcing Strategy. The project required Programme Managers to work with the commercial team and CDIO to create high level, detailed plans for major supplier contract extensions, forming the basis for the development of the client’s joint supplier plan.
The project included the further management of the above programmes, working closely with the department to ensure completion of activities within the strategy and, where applicable, amending the strategy as the negotiations progressed. Project risk logs and progress reporting were also utilised to monitor and report on progress against the programme.
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