Ms. Joi Clark

Having redesigned and established the new Operating Model of the joint Group Investments and Group AMC (AIAIM) PMO throughout 2023, focus, as Director of Investment Projects, turns to the shaping, designing, planning and implementation of Investment Change (Programmes, Projects and Initiatives) against the Strategic Investment Roadmap, 3 year plan.

• Managed complex projects involving multiple teams across various geographic locations, to ensure seamless coordination and execution of change, considering current and future target states.
• Proactively identified potential risks and implemented mitigation strategies to minimize negative impacts as result of the change portfolio on business operations and resourcing.
• Coordinated c-suite and Investment Management Team stakeholder involvement throughout across the change portfolio to ensure alignment with organizational goals and objectives.
• Optimized resource allocation by analyzing portfolio budgets, timelines, and deliverables; identified potential risks early on to minimize delays or budget overages throughout project life cycle.
• Early and continued management of change Benefit, qualitative and quantitative, across the complete change lifecycle

In January 2023, I was appointed Head of the Group Investment and Group AMC (AIAIM) Project Management Office, The Combined Delivery Centre (CDC) which serves as a centralised centre of excellence for project management and change delivery across AIA Group Investments.

Role Specifics:-

• Total oversight of all projects under the CDC Change Portfolio - Delivering to agreed Time, Cost and Scope
• Complete end-to-end review of all Project Management Governance Procedures inline with AIA Policy, Standards & Governance, publishing a complete renewal of the PMO Operating Model in August 2023
• Ownership of Project Management capacity (resourcing) & capability (talent), adjusting staffing and onboarding new talent across Hong Kong and Singapore.
• Driving transparent and trusted stakeholder management and engagement across the change portfolio, cultivating cross-functional relationships with AIA Group PMO, Finance, IM Client Services, Group Planning, Group Technology, Digital & Data and AIA Group Agile COE, for continuous improvement of Project Management capabilities
• Assure Project alignment to Group Investment Strategy and Project Benefit and Value articulation & strong Financial Governance

In Q1 2021, AIA Group Investment began development of a centralised PMO function (The CDC) to bring about improvement to its Project Management capability and governance. In May 2021, I was invited to help establish the CDC, including its role, objective, governance framework and TOR for the Group Investments Function. In addition to the creation of the CDC, I held responsibility for the Programme Management and delivery of some 34 Investment Portfolio Enhancement Targets, comprising multiple Asset Migration Projects, Fund Launches and Strategic Asset Class Transformation Projects.

Role Specifics:

• Owned and led the Multi-Asset Migration and Centralization of Trading to AIA AMC Programme
• Lead complicated multi stakeholder deliveries across asset management space, delivering Fund Launches, Fund Segregation Deliveries, Multi EFM Onboarding & In-Special Transfers
• End to end management and successful delivery of complex Asset Strategy Transformation Project for Equities
• Coordination of multiple functional teams and service providers spanning multi-BUs and timezones.
• Developed metrics for CDC Project Management objectives, supporting Target Operating Models.
• Ensured adherence to internal controls, workflows and policies for tracking, reconciling and reporting Investment Change Activities across Porject Portfolio
• Assisted in development of Project Management Budget Tracking Standards for the CDC.
• Developed and delivered against multiple project plans, delivery blue-prints and managed project scope using PRINCE2 Waterfall and Agile Framework methodologies.
• Directed and managed changes to project scope and cost and implemented appropriate change management processes to keep deliveries on track.
• Supported leadership and management of CDC Professional Project Management Team, realizing success through application of accepted PM methodologies and strong, thoughtful leadership skills.
• Report routinely to c-suite senior leaders and stakeholders on both owned Programmes and CDC progress and roadblocks.
• Established CDC team priorities, maintained schedules and monitored performance of the team.
• Supported planning, creation, testing, and deployment of the CDC Playbook methodology to produce high quality systems and tools to meet and exceed stakeholder expectations.
• Trained and developed personnel to improve Project Management skillsets and understanding, mentoring team members through application of these skills managing small projects.
• Orchestrated a wide range of structured deliveries, project delivery improvement strategies, change implementation, and team coordination and continued communication across the CDC and its stakeholders .
• Monitored CDC project and program quality to meet audit expectations.
• Oversaw a portfolio of up to 20 projects and structured deliveries simultaneously without sacrificing standards.

In 2020, AIA embarked on the largest Business Transformation Programme it had ever undertaken, with a capital commitment in excess of 1 billion $HKD. The Transformation Programme, focused on Technology, Digital and Analytics (TDA) was to be rolled out across 13 countries in Asia, with central oversight from a Transformation Office, based within AIA Group Office in Hong Kong. In September 2020, I was appointed Transformation Office Portfolio Manager, responsible for the collective set-up of the TO, establishing it Terms of Reference, Roles and Responsibilities and creating the TO Playbook, which set forth the governance and management of the TDA Transformation Programme across all 13 countries. In addition, I was responsible for the TO oversight of Hong Kong, Philippines, Indonesia, Singapore, Malaysia, Cambodia and Myanmar BUs, ensuring their adherence to TDA governance, Group CEO & Chairman TDA Steering Committee Reporting and Financial Project Management standards, as well as facilitating mentorship, guidance and project management training where needed.

Role Specifics:-

• Creationing and implementation of standard Transformation Office Standards, Roles and Responsibilities and Delivery Targets. Clarified roles of members and introduced new processes to boost quality across the new team.
• Directed and guided 7 BUs in handling complex governance and reporting requirements of the TDA Programme.
• Communicated best practices across BUs to align efforts and goals.
• Trained and developed personnel to improve Project Management approaches, stakeholder management and resolve governance issues.
• Defined, set and managed clear targets and objectives and communicated as such to country teams.
• Maintained open communication by facilitating and leading regular updates on programme and project status to stakeholders.
• Scheduled, lead and facilitated meetings between c-suite stakeholders to discuss Programme deliverables, schedules and progress.
• Mentored the successful development of comprehensive project plans covering objectives, resources and staffing to meet Programme KPI's.
• Tracked BU performance closely to quickly intervene in governance controls or delivery delays.
• Ensured BU's adhered to budget requirements with excellent planning and consistent expense monitoring.
• Resolved conflicts and negotiated mutually beneficial agreements between Group Office and Business Units.
• Created Portfolio level Delivery Plans and communicated deadlines to ensure country projects were completed on time.
• Represented 7 Business Units Portfolio Management for Group Programme Steering Committee, chaired by the AIA Group CEO & Chairman

Deacons is Hong Kong's largest, and oldest independent Law Firm, boasting a staffing of 1000+ across 4 locations in Hong Kong & China. Reporting directly to the CIO, I led multiple firm wide projects that formed the cross practice Financial & CRM digital transformation programme. Oversight of a portfolio of digital enhancement projects including the resource planning, business plans, scoping, budgets and stakeholder management. Focused on bringing in new technology and Infrastructure in LegalTech, MarTech and Financial Management systems that reduce resource and operations costs, improve efficiency & allow the workforce to focus on value-add services. Built strong relationships across practice groups, finance teams and business development function to align process change, training, materials management and new technologies. Leading an in-house team of SME's, software developers and business services colleagues, analysed the scope, project goals, commercials and resourcing of a highly complex, multi workstream FinTech implementation. Managed multiple vendors and consultant contractors across HK, Australia, UK and USA, setting clear expectations, whilst tightly controlling consultancy spend & change management requests from across the firm.

Specific Projects Include:-

• Scoping, Planning, Budgeting and Resourcing for a Multi-workstream Financial Transformation Programme (BMS)
• Led Firm-Wide Adoption of CRM Strategy and implimentation of CRM Tool.
• Implementation of a firm wide cloud-based 'Cost Recovery Service'
• Upgrade Windows 7 to Windows 10 OS & new GP Build

As a trusted business advisor, I had oversight of all IT & Digital Projects & Change Management for over 60 courts, tribunals and crown courts across the North of England.

I facilitated the strategic alignment of the regional change plans to the MOJ national business plans to ensure delivery of innovative & engaging digital enhancements. I initiated, promoted and maintained strong communication channels to the corporate & operations functions to ensure alignment with technological advances, customer & stakeholder needs. I trained, coached, mentored & supported team members. I ensured high engagement and staff moral levels to ensure retention of talent. I managed a complex nation wide multi-supplier ecosystem and project roll-out, tracking costs at all times maintaining clear lines of communication with stakeholders. I monitored the performance of outsourced contracts, conducting regular 'Service Reviews' with a range of suppliers, driving continued improvement of services against SLA's & KPI's. I managed & coordinated urgent & complex regional ICT support issues, acted as the senior escalation point for all requests & incidents, at both a regional & national level.

Specific Projects Include:-

• GBP 400M Regional Management of Total Case Management & Infrastructure Programme for HMCTS
• GBP 500K+ Digitalisation of in-court video-resources nation wide with GBP 100K saving in cost through streamlining initiatives & holding service partners to account
• Successfully completed multiple 60K+ new office setups, network & VOIP relocation and decommissioning
• Regional consultant for 21st Century Network Programme a complete network & infrastructure transformation project for 500+ business sites

Responsible for planning & implementing 'Continuous Improvement Transformation Road-map' to implement lean management practices for strategic projects, defining the appropriate methodology & governance & ensuring deliverables were on time & within budget. Responsible for driving process optimization projects, applying the 6–sigma &/or Lean methodology. I Identified and implemented solutions / best practices in line with operations strategy, assessing the best balance between operational risk, cost, & timeline. I led a team to rationalise the local operations business model to be more cost efficient & resilient. I Identified areas where front end/customer facing processes could be streamlined, standardised or digitally automated. I engaged with and coordinated with other projects / initiatives (regional / national) to ensure strategic consistency across the business.

Specific Projects Include:-

• Led re-engineering of Business Processes to align to Software and Digital Enhancements within the business - 30% reduction in lost time
• Achieved national recognition for gaining accreditation as the 1st 'Government Specialist Domestic Violence Court' in the country
• Led and successfully implemented the 1st digitalisation Project for 'Magistrates Court Rostering' in the North East, a challenging change initiative