• Orchestrated the management & alignment of the Joint Business Plan (JBP) in relation to IT Integration, ensuring harmonious coordination across multiple business functions• Played a key role in comprehending the nuanced makeup of the JBP & leveraging it as a foundational baseline to validate & actualise £50m of IT Integration Synergies and operational efficiency enhancements• Spearheaded efforts to understand & synchronise IT integration endeavours with broader organisational objectives• Assumed full control over the financial aspects of the IT Integration portfolio, from identification of funding requirements to securing approvals• Strategically collaborated with the IC Sub-committee (ICA) to articulate financial requisites for projects spanning FY22/23, subsequently facilitating the seamless transition of these projects into the IT delivery towers• Demonstrated adeptness in presenting meticulously justified prioritised projects within predefined financial constraints to the Senior Leadership Team (SLT) and Chief Information Officer (CIO) for approval• Lead the conception & refinement of the organisation's IT Strategy, championing an innovative "adaptive" methodology to navigate the rapid cadence of evolving business landscapes• Spearheaded the alignment of the original JBP plan with a refreshed CIO End State Architecture (CIO ESA), strategically minimising disruptions to synergy realisation• Navigated the intricate process of evolving the ESA while preserving the integral components of the initial JBP to ensure comprehensive business integration• Assumes a pivotal role in the validation and realisation of £50m in IT Integration Synergies and operational efficiencies, enacting a robust methodology to verify against the proposed Architectural target end-state• Expertly coordinated and manages multifaceted projects, demonstrating proficiency in project mobilisation, ownership establishment and effective project lifecycle management

Duties and Responsibilities:● Steered the financial management of the CIO division, strategically aligning financial decisions with the overarching "End State Architecture" and the 3-year strategic plan● Faced the complex challenge of addressing revenue reduction, expertly recalibrating the CIO budget to adapt to the changing economic landscape, post-COVID, post-Brexit and amidst a cost-of-living crisis● Demonstrated proficiency in financial stewardship by deftly managing budget constraints while ensuring the continued efficacy of operations and strategic initiatives● Orchestrated the delicate task of integrating the workforces of two distinct companies within the CIO division, showcasing adaptability and leadership in navigating challenges● Engaged in the comprehensive alignment of HR and financial systems, fostering cohesion through the integration of collaboration tools like Microsoft Teams and email platforms● Tackled geographical disparities and contractual differences, devising strategies to harmonise diverse teams and ensuring alignment with a clear overarching strategy● Managed the transition period following the merger, a period marked by the redistribution and redefinition of vendor management roles and responsibilities● Assumed a role in overseeing the adherence of priority systems to the Sarbanes-Oxley (SoX) Act and compliance standards, instilling confidence in internal and external audit processes● Managed a comprehensive SoX and Audit roadmap, ensuring the synchronisation of compliance efforts with larger organisational objectives

● Elevated to an essential role within the O2 Extended Leadership Team and chosen for the O2 Talent Programme "Strive," underscoring own dedication to continuous professional growth and development● Skillfully led the coordination of a comprehensive set of 132 strategic recommendations, spanning critical domains such as Service Management, Vendor Management, Technology Services and Network Resilience● Ensured a harmonious synthesis of these recommendations into a unified action plan that transcended isolated interventions, thus fostering an enduring culture of ongoing improvement● Championed an organisation-wide transformational effort that transcended traditional organisational boundaries, compelling all functions to embrace and seamlessly incorporate the recommendations into their day-to-day operations● Acknowledged the significance of cultural nuances and behaviours, driving initiatives to cultivate an environment primed for change and adaptability to evolving challenges● Spearheaded a pivotal recommendation, envisioning and overseeing the creation of a comprehensive, end-to-end architectural model for the network and its associated services● Leveraged agile methodologies to conduct iterative sprint reviews, identifying the vital applications and platforms (approx. 400) critical to the network's operation● Masterminded a meticulous analysis of potential failure modes and devised robust mitigation strategies to proactively manage and mitigate risks● Crafted and executed a visionary strategy to develop comprehensive recovery scenarios rooted in potential failure scenarios, significantly bolstering the organisation's resilience● Devised and championed a reimagined testing strategy, ensuring meticulous assessment of failure scenarios to explicitly address and manage major risks● Pioneered & institutionalised regular technical incident and recovery tests, a testament to the organisation's proactive approach to stress-testing & refining its preparedness

Taking 5G NSA from concept, design, test and integration and on into a successful launch in 2019. Leading a technology readiness programme that sits across Operations Networks domains. Voice & Packet core, Radio, DAB, and Transport incorporating multiple RAN vendor deliveries, a Core build, OSS/BSS upgrades, Device integration and Operational readiness.The next challenge is 5G SA..5G has many possibilities for the future. O2 wishes to be part of that future.

Leading a Data Transformation programme within Vodafone Enterprise Business. I have pulled together and gained CFO approval of a rationalisation business case £110m+. The rollout of which will span 4 years The programme is decommissioning 14 legacy platforms, rationalising 57 legacy products and retiring 81 associated IT Applications. The move from legacy to new strategic products will improve customer experience, decrease network risk and protect brand reputation. This should also allow considerable benefits from Network, Site, Product and IT App closures over the next 10 years.With a team of Project Managers who sit across Data Gathering, Customer Engagement, Solution Architects, Order Assurance and Order Management finally finishing with Fixed Networks and IT to delivery some very complex deliveries within time and budget.

This programme covered a broad range from the introduction of a new Femto Boostbox Self-serve portal, trials of alternative transmission and small cells with integrated Wifi APs covering all kinds of data offload solutions. These projects work across domains traditionally kept separate, now delivering a more customer centric network.Projects: Femto Boostbox Self-serve portal:Managing a network build, a new Femto Gateway, migrations, stability and capacity management. New software and security upgrades and decommission of legacy equipment and the introduction on a SAM Service Aware Manager.The design and introduction of a Customer Self-Serve Portal. This allowed faster automated provisioning, an Ofcom approved registration, the capacity to deliver significant numbers, a single data base for improved reporting and a vastly improved customer experience.All of the above require some integration in O2 IT systems. Eg; Single sign on and billing.Wifi & Small Cells:Trials of Small Cells with multiple vendors to assist in the continuing requirement for data offload solutions primarily in metropolitan areas. Shared Transmission for the Wifi Venue Partners and the Radio World.

Project management of O2 Wifi's latest products and key customers. A good combination of technical understanding of Networks and Wifi allow for smooth Wifi implementation, Rollouts, Migrations and upgrades to the O2 Wifi Network and O2 Venue Partners - providing Wifi solutions for internal business use and for the use of their customer base.Recently releasing "Wifi Extra" A seamless authentication service for O2 mobile customers across 2G, 3G, 4G & Wifi..across the UK using EAP-SIM/AKA/TLS/TTLS.Taking this project, like many, from Proof of Concept, test and onto the Live network with 11,000+ O2 Wifi Hotspots

Managing multiple projects as part of a programme to provide IP / Ethernet based transmission (Tx) between cell & switch sites (2G, 3G,& 4G LTE), utilising British Telecom’s 21stCN MEAS products, replacing legacy ‘E1’ based technology.Delivering in a challenging environment due to constraints of time, the ambitions / demands of the business, and with an ever evolving solution design.Working within the transmission programme team, directly managing projects, delivery managers, 3rd party suppliers & vendors, adhering to PMP related project methodology.

Multipule projects in the transmission and fixed network areas.TDM Meas and Direct Ethernet Meas (Managed Ethernet Access Service) switch site build : Deployment across the entire UK giving greater capacity using BT’s IP NTE for 1G transmission links., OMS Build,network optimisation and software upgrade, Migrations and Inventory changes... Previous Broad band LLU