I work with leaders to create strategies that digitally empower their businesses. I work with our customers to build a mutual and detailed understanding of their business pressures and objectives and map out how technology can drive the results needed. Offering key advice and consultancy around technology, including its procurement, combined with the associated strategy and investment planning required. Full reviews of the technology teams' operating model and its capability, capacity and maturity can also be undertaken to ensure your technology teams adapt to the pressures of the future, whilst ensuring the success of today.I also head up the corporate and commercial elements of our advisory arm, ensuring we continue to grow and develop our capabilities to add the most value to our customers.

I work with leaders to create strategies that digitally empower their business. I work with our customers to build a mutual and detailed understanding of their business pressures and objectives, and map out how technology can drive the results needed. Offering key advice and consultancy around technology including its procurement, combined with the associated strategy and investment planning required. Full reviews of technology teams operating model and its capability, capacity and maturity can also be undertaken to ensure your technology teams adapt to the pressures of the future, whilst ensuring the success of today.

I am part of Softcat's Office of the CTO, where my role is a key advisor to our customers. I am passionate about helping organisations achieve their goals and ambitions through advice and guidance around the right technologies, processes and skills. I take a holistic yet detailed approach to ensure the right outcome is acheived to help the continued growth and development of our customers and their technology stratigies. .

SCC's public cloud division.

I was brought in by Nuvem Logic to assist with one of their clients who had a need to upgrade their Identity and Access Management estate from a highly devolved set up, into one which would enable to organisation to have a single identity per user, and streamline deployments of systems and services. This encompassed Active Directory, Azure, O365/M365 as well as looking into their wider infrastructure to ensure a clear blueprint and roadmap moving forward.

Independent Vetcare is the third largest veterinary group in the world owning over 1200+ vet clinics across 10 countries in Europe. I have led a successful programme of transformation at IVC to help the business find technical solutions to link a much-devolved IT estate whilst adding disaster recovery and business continuity to key systems. I built the infrastructure team from one person to a team of 20 split across three areas; Field Engineering, End User Computing and a back office/cloud team. Ensuring we had a high-performance culture, with clear objectives and development plans whilst maintaining the culture of the company.

As the Infrastructure Operations Manager, I was responsible for the Network, DBA, Server and storage teams as well as insuring 24/7 support with an on call rota. The network and DBA team are global and the server and storage team are the global escalation points with responsibilities in the EMEA region. I was the IT owner at Dyson’s HQ in Malmesbury for many of the global systems, which reside in our on-site data centres. I oversaw the growth of my three teams to support the businesses desire to double staff at Malmesbury by 2020. I designed a new team structure in the UK, and made recommendations to improve the IT service globally providing improved 24/7 support as well as scaling to ensure the correct skill sets are in the right markets. I implemented a closer working ethic to develop the idea of one operational team that contains the three streams. This has insured improved working and accountability across the streams, which has resulted in improved service to the business. I was also on the project steering committee for a new ITSM solution and updated polices to promote more efficient and leaner working practices, automating where possible, as well as making sure security and compliance was maintained.

The main aspect of this role was to support business driven projects, often globally as well striving to improve Dyson’s IT architecture. This includes defining new policies, keeping up to date with best practices and technologies, training other IT members to utilise new systems and pro-actively aiming to improve the global IT strategies and road maps. There was also the need to effectively budget and plan for new projects so that there were proficient financial and human resources available. It was critical in this role to have the knowledge and skill set to identify the business requirements and translate them into a technical solution that needed to be understood at varying technical levels. This often required performing the role of business analyst, project manager as well as the technical IT resource. It gave me a detailed insight to how Dyson functions as a business, the fast pace and processes required for large-scale projects.

My main role was to ensure the smooth operation of the Ecclesiastical IT infrastructure, supporting the user base across multiple locations, as well a driving the companies IT forward. I designed, developed, documented, implemented and maintained the infrastructure, data and associated services across the Ecclesiastical group. I actively supported 1200 users across the UK, 300 virtual servers, and 150 physical servers locally and remotely hosted as part of core infrastructure team. I managed the relationship with some of our 3rd parties and vendors as well as being the point of contact for business application owners. I volunteered for a management assessment day which enabled me to get involved in a mentoring programme to assist with my personal development and team leadership skills. I have also taken part in full disaster recovery tests, which included writing and testing procedures as well as actually recovering the systems.

I provided 3rd line support to 150+ user base on a single site. The IT team consisted of 2 other people (1 service desk engineer, and 1 IT manager). This enabled me to gain a lot of experience in many different core areas (Windows Servers, Vmware, Networking, Databases etc.) The company wrote software and the datacentre consisted of 30+ physical servers and 170+ virtual servers across varying levels from test and development through to production. I worked closely with developers building infrastructure based on requirements and aiding in design of the companies IT set up and direction. I was also required to help bring a junior member of staff up to speed from a service desk role into a 3rd line support position. I started doing desktop support and left being the system owner of most of the major systems including VMware, SQL, Exchange and Active Directory. I also introduced a disaster recovery system, which was as automated as possible from VMware scripts.

I provided 1st/2nd line support and training to 400+ users across seven sites across all aspects of IT support. I was responsible for the training documents writing IT guides for non-technical users. I also gained experience of scripting, software packaging, and OS builds/deployments.