Key Responsibilities:• Leading and developing ENGIE’s partnership with North Tyneside Council

Key Responsibilities:• Leading a Smart City Innovation Partnership

Key responsibilities:• lead the strategic, cross-functional Fibre to the Premise (FTTP) transformation programme;• build the investment case to underpin the economic provision of full fibre connectivity, nationally.Key achievements:• deployed new technology to secure commercially viable build and connection costs, supported by automated and touch free processes, underpinned by a fully trained and equipped field force;• secured Year 1 efficiencies of £14m against a target of £5.7m.

Key responsibilities:• Chief Operating Officer for complex, business process outsourcing local government partnerships;• the primary point of contact for senior officers and elected members, responsible for all aspects of customer satisfaction, partnership negotiation and escalations;• accountable for contract Profit and Loss, Return on Investment, all aspects of service delivery and business development, with annual revenues of >£30m (contract lifetime value >£300m);• transforming services to provide guaranteed service improvements and efficiencies;• service scope covered: Finance, ICT, Procurement, Revenue Collection and Benefits, Risk and Insurance, HR and Payroll, and Customer Access; managed within ITIL, Prince2 and Managing Successful Programmes (MSP) frameworks;• matrix managing six hundred seconded staff and multiple strategic partners/suppliers, to deliver both operational services and major customer business transformation programmes, including the replacement of an ERP system.Key achievements:• led margin improvement programmes to generate sustainable 20% EBITDA gains;• developed and delivered customer propositions to secure incremental revenue of >£5m p.a.• met exacting top-quartile Key Performance Indicators (KPIs) and customer satisfaction measures;• developed the exit strategy for each partnership encompassing all people (TUPE), commercial, legal, property, technology and service delivery related issues; mitigating operational and reputational risk for all parties, and securing positive customer references;• led several other complex and challenging, high-profile public sector, contract recoveries.

Key responsibilities:• transforming the scheduling and rights management systems and processes for 11 BBC divisions.Key achievements: • recovered a failed strategic transformation programme, renegotiating a £46m capex budget and delivery strategy with the Board of Governors;• persuaded the underlying “creative” culture to adopt formal approaches and controls;• navigated the programme through the outsourcing of both the IT function and sponsoring division.

Key responsibilities:• led a £200m portfolio of national, ICT infrastructure programmes, managing multiple IT suppliers.Key achievements: • developed governance structures and processes, tailored to the complex stakeholder environment;• developed business cases to secure additional funding of £50m for new projects;• secured £5m annual savings in delivery costs, without disrupting the programme.

Key responsibilities:• building and leading a practice of forty senior programme and change management specialists;• develop the market offering, consulting assets and delivery models; training the team in their use;• build the opportunity pipeline and develop client-specific proposals; • the primary client contact, assuring customer satisfaction, delivery quality and risk mitigation.Key achievements:• achieved stretch targets for Profit & Loss and team utilisation, and secured annual sales of £50m;• led multiple strategic client engagements; including the transformation of the financial operations of a Whitehall department and its executive agencies, which encompassed: the restructuring of the end-to-end function, together with the selection, implementation and integration of a replacement ERP system.

Managed fourteen ERP implementation and operational change programmes through the full life cycle; from design through supplier selection, implementation and benefit realisation. Built and led virtual/matrix implementation teams comprised of consultants, customer staff and suppliers/partners. Developed KPMG’s Corporate Social Responsibility strategy and deliver programme.

Key responsibilities:• managing the charity’s finances: financial planning, management of financial and commercial risks, budget management, funding, and financial reporting, plus the charity’s HR and ICT functions.Key achievements:• transformed the charity’s commercial approach to align with a competitive, services-led model; • renegotiated seventy funding contracts and overhauled the finance function; recruiting staff for the new structure, implementing a new ERP system and supporting processes to cover head and regional offices functions, together with seventy autonomous projects.• restored financial viability with a 25% increase in revenue (£40m turnover).

Led the development of an in-house programme to integrate all aspects of the underwriting and financial management processes. Following a corporate merger, consolidated the IT functions of the two organisations.

Developed a detailed understanding of all aspects of the Council’s operations. Passed CIPFA accountancy exams at the first sitting.