- Utilised product portfolio boards to review and prioritise the roadmap, advocating for customer-driven enhancement requests.- Successfully implemented a Business Continuity Process (BCP) producing html and xml documents. I formulated development plans, including an MVP for a pilot site, and a service to be scalable across future cloud products. The BCP service is now live, accounting for less than 1% of the product's running costs.- Delivered integration with a third-party pharmacy/prescribing system to embed medication into templates. Using PRSB guidance on e-discharge summaries the approach was approved by CIOs, clinicians, and pharmacists, ensuring compliance with standards while meeting clinical needs.- Successfully transitioned three NHS Trusts from a legacy WPF/SQL client to a modern Azure cloud-based application.- Led a UI review in response to user feedback regarding lost documentation. Through interviews and focus groups, issues were identified. Resolving these resulted in a 76% reduction in related support calls.- Supported moving cost and revenue responsibility into the product domain, including developing long-term revenue growth and retention plans.- Developed Go-to-Market documentation and provided strategic support to sales and marketing efforts.- Partnered with engineers and architects to identify and implement cost-saving improvements, resulting in a monthly reduction in running costs post-launch, with further strategies in place to achieve an additional 50% reduction.

- Redesigned options for transitioning clients to a new SaaS application after identifying reliability, cost, and clinical risk issues with the planned migration. Refocusing on the core requirement, access to historical data, I proposed a hybrid solution of a limited migration with continued access to the legacy system. Enabling projects to proceed and the business to continue collecting the projected revenue.- Produced launch plans and worked with marketing, release and deployment teams to successfully launch the product to NHS Trusts. Moving to a monthly release cadence based on incremental releases.- Oversaw two Scrum teams, with on and offshore developers, whilst working with cross-functional teams (DBA, Infrastructure and Architecture) within a Scaled Agile Framework (SAFe).- Worked to understand SNOMED and to implement its correct adoption in Narrative and other Alliance products.- Refined high level requirements from Epics into deliverable Features. That were understood by the development team to be translated into user stories in Jira.- Reviewed development outcomes, wrote product documentation in Confluence and release notes before approving releases.

- Reduced the product backlog whilst closing the content management system (CMS) and website delivery project, detailing requirements not met and technical debt accrued.- Successfully got approval from senior stakeholders for a business case that outlined requirements and budget for a project to migrate outstanding website content, improve usability and address technical debt.- Reduced stakeholder complaints by facilitating engagement through card sorting workshops with diverse groups, including academics, marketing, legal, management, and students. These workshops helped identify key requirements and led to additional improvements, whilst also demonstrating to stakeholders that their collective priorities had been addressed.- Produced a product roadmap and improved planning and scheduling of requirements, introducing the concept of continuous development.- Increased course page conversion rates through a website redesign informed by analytics, heatmaps, user testing, A/B testing, and eye-tracking insights.- Reduced service desk reports of poor search engine functionality by 90% through user workshops that identified key issues and data-backed solutions. Additionally, ensured marketing users understood how to optimise their content for search, further enhancing functionality.- Delivered regular presentations to the Project Board and facilitated stakeholder engagement to secure sign-off on requirements, wireframes, designs, and functionality.

- Development of a new accessibility policy that aligned with WCAG AA standards and leveraged the capabilities of the CMS.- Oversaw the tender process for a dual-lot digital agency roster, including writing requirements, managing the pitch process, and selecting four digital agencies for appointment.- Served as an active stakeholder on the website delivery project, representing the operational side of the business to ensure that requirements were effectively met.- Management of supplier support contracts and system upgrades.- Led a team of developers, designers, and administrators, implementing Agile and Scrum methodologies to enhance the team's delivery processes.

- Gathered requirements and researched solutions to enhance the department's work request system.- Managed the Agile development of the University’s Welcome Week site by an external agency, implementing annual improvements based on performance analysis and user feedback. - Active team member in the EU Tender process to select a provider of a new CMS and website.- Liaison between Marketing and Information Systems on technical requirements, system integration and testing.

- Oversaw internal and external web technologies and databases, including the design and implementation of intranets across multiple sites.- Implemented and managed the local service desk, including the development of an Operational Level Agreement (OLA) and the preparation of regular performance reports.- Instigated Change Control and Configuration Management to enhance consistency, accountability, governance, and operational efficiency within the IT Department.