Business and digital transformation leadership. Portfolio, programme and project management.

Embedded brand new team and portfolio management capability for Enterprise Change across business and technology change portfolio. New function integrating wide range of all initiatives (waterfall/agile), establishing inter-dependencies, a common delivery framework and controls for change. Implementing new governance, rolling portfolio planning and prioritisation, financial and risk management framework and new change delivery methodology.

Established opportunities for investment and collaboration.

Led portfolio of projects. Scope included data science business start-up – involving the transformation of an existing proof of concept to a commercially viable operation. Other projects included a start-up incubator/accelerator (focussed on cyber security, privacy and analytics) and life sciences collaborations with world-leading universities, institutes and biotechnology organisations.

Established a high performing team that led the business delivery from pre-sales support to bid winning, through project/programme management and service management. Team included solution architects, engineers, technical support, project, bid and service managers - to support the business and the regional teams.Spent two years developing the UK Office for 3M Cogent Systems - an exciting and dynamic biometrics services provider and led the same business across mainland Europe, Middle East and Africa. Embraced the other capabilities within the 3M Division of Traffic, Safety and Security. This included other technologies such as Electronic Monitoring and Automatic Number Plate Recognition.

AEI Programme: Invited to lead the initiative to develop a range of Application, Enrolment and Identity (AEI) services that allow Post Office Ltd's clients to select the enrolment/identification transactions that they require. 750 Post Office Ltd branches now offer photograph, signature and biometric capture. Initiated the programme and managed the various workstreams and the procurement activity that established the service – developing and implementing the service for the first two clients – UK Borders Agency (ID Cards for Foreign Nationals) and the DVLA (Renewal of Driving Licence Photocards). The first of its kind in the world, it is expected that the service will grow to include new clients and equip further branches – an essential income stream.Telecoms Programme: Programme manager for the launch of the £1billion service that has established Post Office Ltd as an Internet Service Provider – building on the existing HomePhone proposition. This complex change programme delivered against aggressive timescales with 6 months from issue of tender to service launch. Led the tendering exercise and managed the programme team through to delivery – establishing structure, control and rigour in an extremely fast-moving and high-pressure environment.

C3i (Command, Control, Communication and Information) was tasked with renewing the telephony, radio and messaging technology of the MPS. This was an extensive change programme, centred on the call receipt and radio dispatch functions, resulting in change to many processes across the 32 boroughs and other pan-London functions. Led the projects responsible for migration of all in-bound telephony, supporting functions and personnel into the new organisation. Also led the MPS involvement in a national pilot for a single non-emergency number – a Home Office initiative.

Led the delivery of the offshore pension administration operations. Responsibilities included the management of a 50 strong team of client personnel and suppliers, the development of the offshore/onshore organisation and the agreement of the commercial arrangements with the offshore partner. Pioneered a new approach to assessing offshore project feasibility and implemented a gated process for project delivery.

Graduate role in Decision Systems (Operational Research) group in Consulting business before MSc.