Project Description

Bronagh Stewart

Program Manager

Areas Of Expertise:

  • People and stakeholder management skills
  • Vendor Management
  • Leading and Coaching teams
  • Program and Project delivery
  • Strategic and Operational planning


  • Master of Science in Computing and Information Technology
  • Bachelor of Honors in Modern and Contemporary History
  • Bachelor of Honors in Geailge

About Bronagh

Bronagh is an IT Delivery Executive, with over 14 years’ experience in client-focused delivery of complex IT programs and managing technology delivery accounts.

With strong relationship building, program management, interpersonal and motivational skills, Bronagh has a proven track record of delivering large programs of work using leadership and management skills.

What Bronagh brings

  • Proven track record of delivering large programs of work using leadership and management skills
  • Client-focused attitude ensuring the development of strong, proactive relationships.
  • Successfully builds integrated and driven delivery teams.
  • Proven track record in developing trusted working relationships with C level stakeholders.

Key Clients:

  • GrainCorp
  • Vodafone
  • Department of Immigration and Citizenship
  • Tabcorp
  • UK Delivery Centers
  • Norwich Union
  • CLS Bank

Key Achievements:

As Program Manager for GrainCorp, Bronagh managed an IT delivery team developing and supporting key IT systems. Bronagh transformed a troubled account team into a cohesive delivery team by building an account plan that the delivery team supported and introduced distributed Agile project methodology across local client teams as well as the offshore development team

As Program Manager for Vodafone, Bronagh acted as a single point of contact for all development and maintenance services at Vodafone, across CRM, Billing, Provisioning and Mediation systems. Accountability for $36M budget, Bronagh successfully lead an internal transformation program (300 staff) resulting from an IT re-organisation within the client. Improving the Gross Profit through the transition and transformation of roles and responsibilities from local to offshore delivery streams and reducing project cost by18%. Bronagh also developed a five year account career path for delivery teams allowing high performers to be retained in the account team, resulting in improved attrition (10% over 2 years) and improved client-specific industry knowledge of the delivery team.

As Program Manager for the Department of Immigration and Citizenship (DIAC), Bronagh managed the digital development team and test team for the Visa application portal using rule engine technology and sophisticated risk based rules algorithms. Bronagh developed a detailed project schedule, implementation plan, scope document and costing of a fixed price $24M program. She co-wrote and developed the proposal for the RFP and set-up the delivery structures from scratch, including hiring personnel, set-up office equipment, implemented governance models and reporting, set-up a PMO function and managed the installation of infrastructure for development, test and production environments. Once in the execution phase, Bronagh had end to end responsibility of 10 development team and 4 test team, with a total of 100 staff.

As Program Manager at Tabcorp, Bronagh managed the bid team to respond to a $2M tender at Tabcorp. After delivering the winning proposal, Bronagh went on to become the Program Manager for the Tabcorp Customer Service Systems replacement and Integration to back-office program. Bronagh delivered the program within time and budget and achieved a fully integrated system, increasing loyalty with Tabcorp casino customers as well as increased revenue across the existing customer base. Bronagh managed a data team, business analysis and SME on the back-office system as well as developers.

As Senior Project Manager for Vodafone, Bronagh managed the defect management process for the core systems replacement program of CRM, Billing, Provisioning, Middleware, and Mediation within Vodafone. Bronagh introduced the concept of end-customer impact, to properly quantify the impact of defects and issues of the various systems to the end customer thereby allowing the project owner to make critical go/no-go decisions, allowing for prioritisation of developers, testers and environments for defect resolution.

As Business Operations Manager for UK Delivery Centers, Bronagh was accountable for all aspects of the operations of four IT delivery centers. This involved the ability to run four highly profitable delivery centers of a total of 275 staff concurrently. Bronagh managed the P&L for the delivery centers totaling GDP39M and transformed inconsistent project delivery through the implementation of formal project methodologies based on Prince2 with strict SLAs and KPIs management. She improved the Customer Satisfaction Score by 14% through improved delivery and formal governance frameworks and facilitated various Steering Committee meetings with CIOs and CTOs from clients. Bronagh managed the bid teams for RFI and RFP responses and set-up integrated PMO function including finance, reporting, and resource management. Including executive-level reporting to senior executives.

As Senior Project Manager for Norwich Union, Norwich – Insurance, Bronagh managed a program of work to enable the client to meet regulatory obligations. Bronagh project managed the reattribution program which released GBP$1.4B working capital for Norwich Union Life strengthening the balance sheet and enabling Norwich Union to meet its regulatory capital requirements. She also managed a team of 10 FTE who designed, set-up and managed the day to day running of a 50 FTE temporary back-office department dealing with complex policyholder enquiries, process, and technical issues for all the 1.4m policyholders who participated in the reattribution.

As a Senior Project Manager for IBM UK, Bronagh was seconded to IBM Belgium to take on a strategically important troubled project for IBM Belgium, Continuous Linked Settlement Bank – Foreign Currencies Clearing House for Central Banks. This was a global initiative to reduce foreign exchange settlement risk by settling both legs of foreign exchange transaction simultaneously for Seven Major currencies. Bronagh managed a GBP 5M Project to implement the middleware integration components for the settlement systems connecting seven Central Banks, including an additional GBP 1.5M of integration-testing services. Through rigorous management of delivery and scope, Bronagh turned around a loss-making project into a project that delivered gross profit at 10% ahead of plan, through the delivery of fixed price project components ahead of schedule.

Other Team Members