Built a new team responsible for maintaining ETL processes, data platform availability, data governance, and standardizing toolsets. Spearheaded the revitalization of existing processes and pinpointed opportunities for cost efficiencies. Streamlined operations, optimised resource allocation, and revamped reporting to elevate the overall effectiveness of data services.• Collaboratively devise a strategic gameplan for the new team, focusing on three pillars: Data Management Enhancement, Service Management Fundamentals, and Identity and Access Management.• Managed service management practices (ITIL), overseeing incidents, problems, changes, and capacity management from Ingest to BI Tooling, resulting in proactive alerting for platform issues, reducing MTTR on BI Tools incidents and risk reduction of approx. $160k pa in potential Snowflake costs.• Act as Data Product Owner in DAZN platform innovation projects. Working with Product Teams, Engineering Teams, and 3rd parties to understand how internal and/or 3rd party data can best meet business objectives and work with data teams to deliver requirements.• Created a standard service transition process for our data services, focusing on service monitoring, user access, ITIL processes, support models and supplier governance.• Conducted reviews of all internal SLOs & SLAs in ETL processes, monitoring performance and hosting regular, internal, cross-functional service reviews to discuss performance trends and costs.• Developed supplier management practices for key 3rd party services, including quarterly business reviews, technical forums, and contract renewals.• Executed cost management projects, reducing Snowflake compute costs by $1m, AWS cost reduction by approx. $600k pa through S3 bucket audit, reviewing Google Big Query pricing plan with potential 44% cost saving.

Established a new function aimed at strengthening ties with tier one suppliers. The primary focus on fostering collaboration, driving value and innovation, and maintaining high supplier performance standards to optimise synergy and enhance overall supplier relationships.• Own the relationship for 12 tier 1 suppliers, working with teams across technology to engage suppliers in helping solve problems, meet challenges, leverage additional value from contracted 3rd party services and influence vendor product roadmaps.• Translating contracts to distil the key operational commitments & obligations to increase the businesses commercial awareness during contract lifespan and mitigate impact of any issues that arise. • Creation of a suite of reporting, covering aspects of supplier performance for top 50 suppliers, including SLAs, budget vs spend, contract management and satisfaction surveys, for senior management consumption and to act as a trend tracker for SRM team.• Created $2m budget for development agency contract (NESS), tracking the changes as the requirements changed over time and escalating when mitigation required.• Developed Supplier Strategy Framework to bring synergy between management, service owners and SRM team on 3rd party objectives & value creation.• Recruitment of Payments team to stand up function to manage purchase orders/invoices for key suppliers and start to develop Contract Management Office. • Created the foundation of Category Management plan for Internal Technology & Management Support, $9m in Strategic spend, $15.5m in Core spend and $6.4m in Tail spend.

Responsible for managing the implementation of third-party technology services to ensure they are secure, resilient and achieve a return on investment within a cloud native Agile environment.• Establish a comprehensive service portfolio to provide clarity and visibility to senior management, enabling strategic alignment across technology teams and helping to identify cost optimisation. • Oversee onboarding and renewal of technical services, identifying both technical & non-technical requirements for services, supporting contractual negotiations and creation of SLAs & KPIs.• Own Microsoft and MS reseller relationship, driving key initiatives aligned with business goals i.e. improved end-point security, BI Tooling. Carried out £1.4m Microsoft true up, identifying £50k savings and providing data-driven argument to maintain higher license count to preserve discount levels. • Project leader of global Windows 10 migration project, working with key stakeholders across business to ensure full testing program successfully completed, and to ensure desktop support met migration schedule, mitigating any blockers to progress.• Conducted New Joiners Process Review resulting in creation of process to map hardware allocation to job role and not to new hire reducing business complaints around speed of onboarding. • During covid negotiated with suppliers to restructure payment schedules to minimise the impact of pandemic.

Responsible for managing the implementation of third-party technology services to ensure they are secure, resilient and achieve a return on investment within a cloud native Agile environment.• Establish a comprehensive service portfolio to provide clarity and visibility to senior management, enabling strategic alignment across technology teams and helping to identify cost optimisation. • Oversee onboarding and renewal of technical services, identifying both technical & non-technical requirements for services, supporting contractual negotiations and creation of SLAs & KPIs.• Own Microsoft and MS reseller relationship, driving key initiatives aligned with business goals i.e. improved end-point security, BI Tooling. Carried out £1.4m Microsoft true up, identifying £50k savings and providing data-driven argument to maintain higher license count to preserve discount levels. • Project leader of global Windows 10 migration project, working with key stakeholders across business to ensure full testing program successfully completed, and to ensure desktop support met migration schedule, mitigating any blockers to progress.• Conducted New Joiners Process Review resulting in creation of process to map hardware allocation to job role and not to new hire reducing business complaints around speed of onboarding. • During covid negotiated with suppliers to restructure payment schedules to minimise the impact of pandemic.

Managing a team of eight 2nd Line IT Support Engineers covering 12 client offices in UK (WPP).• Act as a main point of contact for client stakeholders relating to IT requests & complaints. • Managing resource to cover BAU, Project work, & P1 & P2 Incidents across 12 sites. • Carried out a service improvement plan with Ogilvy device team to solve ongoing issues with effective device provisioning, clearing backlog of requests and better hardware management. • Prepare multiple sites for transition to new Metro support model.