Designed and created a framework for cataloguing, tracking and sharing cultural and leisure experiences, with a fully cloud-native, AWS hosted solution. The first service based on the framework is in development.The platform is built with a combination of no-code tools and AI-generated code, demonstrating the feasibility of application development without a dev team.

• Setting up governance and tracking for the corporation’s migration and utilisation of AWS, modernisation of legacy apps to micro-services, APIs, event-driven architecture and cloud-based serverless services – a key component of BT’s ‘Shift to Cloud’ strategy.• Re-negotiating the contract with AWS to ensure a long-term, predictable commercial framework with suitable incentives for moving legacy workloads to the cloud.• Show-back and charge-back of AWS costs to encourage disciplined and optimised use of cloud resources and improve cost-of-ownership visibility.• Identifying and addressing organisation-wide processes to re-align existing control regime with modern and agile delivery and operational methods, e.g. updating traditional security approval and change management procedures to allow for agile and continuous delivery.• Cross-programme coordination and governance to align Cloud Migration objectives with other corporate-wide initiatives (data centre closure; IT simplification) and setting up the framework for jointly tracking and reporting key metrics.

• 5-year, multi-million-pound programme to move a portfolio of 90 customer-facing Java applications, including Barclays Online Banking, from a legacy VMWare platform to a mostly containerised solution framework using Docker and Kubernetes on private cloud (Red Hat OpenShift) and Docker with ECS on public cloud (AWS). Re-architecture of solutions for optimal cloud operation with resilient integration to on-premise components. Design and delivery of DevOps automation and ITIL processes for automated environments creation, system deployment and consistent delivery standards. The programme was sponsored by, and I reported to Barclays’ CIO for Digital.• The bulk of the migration (~60 apps) was done through a dedicated programme team of over 50 full-time staff as well as additional matrix-organised and 3rd party resources in UK and India. Design, build, test and implementation were achieved through agile delivery (Kanban).• The remaining apps were migrated by the respective application owners, sponsored by me. My team created standards for the migration work (including reference code) and I supported each app team with stakeholder engagement, RAID management and similar.• My programme team had virtually zero cloud experience, so I spent significant effort to create awareness of good cloud practices and change the mindset towards building and operating IT solutions, e.g. immutable instances, cattle vs pets, dynamic instead of fixed environments, automated build and deployment, resource/cost optimisation.

• Managed a geographically dispersed team of project managers focusing on service transition and preparation of central operation for M-Pesa (Mobile Money Services) in Europe and Africa. Projects included:o Green-field deploymento Platform and data migrationo Network upgradeo Data Centre migrationo Disaster recoveryo Anti-Money Launderingo Feature enhancements and release upgrades with and without infrastructure changes• Standardised deployment and ops transition processes for Anti-Money Laundering solution.• Continuous improvement of service quality and availability.• Short and long-term roadmap, resource and budget planning.• Increased number of markets under central operational support from 4 to 6.• Focus on Stakeholder Management: Created and executed plan to significantly improve broken relationship with internal customer through better communication and engagement.

• Managed design, build and roll-out of mobile marketing platforms and services to 13 Vodafone markets across Europe and Africa. This included solutions for mobile display ads across both on and off-portal, permission-based marketing, loyalty programmes, customer profiling and targeting, managing teams and vendors on four continents.• Selection of development and hosting model – experience with traditional in-house, cloud, outsourced and combinations of these.• Creation and execution of development/deployment roadmaps.• Shaping organisational processes for industrialised service roll-out and operations.• Delivery of the loyalty cards proposition as part of the Vodafone Mobile Wallet to key European markets – including solution design, vendor negotiation and management and local go-to-market activities.• Managed development of mobile portlets for Vodafone’s new smart phone portal, including mobile self-care, mobile TV and more.

Project managed delivery of the highest profile new services making up Vodafone Mobile Internet (June 2007), taking the services from inception to launch.• Mobile content adaptation: On-the-fly adaptation of web pages to fit the capabilities of 150+ different mobile devices.• Mobile Favourites: Harmonize bookmarks and RSS feeds across PC and mobile• ‘My Vodafone’ on WAP: On-device account management• Complete revamp of Vodafone live! (content portal) look & feel

• Created strategy for convergent content services across the mobile and fixed line parts of the organisation. The main objective was access to content regardless of device type, access channel and subscription type.• Developed specifications for payment solution, to allow subscribers of competitor networks to purchase content and other services.

• Consultancy to Qtel (now Ooredoo), the incumbent telecom operator in Qatar, on strategy for mobile content and value-added services.• Development and introduction of new value-added mobile services, developing and introducing service development procedures, reporting to the Marketing Manager.• Special focus on Prepaid services and international roaming/interconnect.• Implemented prepaid charging GW and content provider GW with content hosting solution.• RFQ, bid evaluation and follow up for new SMSC/WAP GW/MMSC/CBC.• Developed and launched Prepaid Roaming, account top-up options, International MMS, Welcome SMS/Bon Voyage message, Missed Call Alerts, SMS Chat, Al-Jazeera Mobile, SMS Broadcast, Zakat through Mobile, 3rd party premium services, taking the services from proposal through to post-launch evaluation.• Consultancy to Qtel (now Ooredoo), the incumbent telecom operator in Qatar, on strategy for mobile content and value-added services.• Development and introduction of new value-added mobile services, developing and introducing service development procedures, reporting to the Marketing Manager.• Special focus on Prepaid services and international roaming/interconnect.• Implemented prepaid charging GW and content provider GW with content hosting solution.• RFQ, bid evaluation and follow up for new SMSC/WAP GW/MMSC/CBC.• Developed and launched Prepaid Roaming, account top-up options, International MMS, Welcome SMS/Bon Voyage message, Missed Call Alerts, SMS Chat, Al-Jazeera Mobile, SMS Broadcast, Zakat through Mobile, 3rd party premium services, taking the services from proposal through to post-launch evaluation.• Acting roaming manager.

• Consultancy to CICG (subsidiary of MTC - now Zain) for Location Based Services. Prepared requirements for LBS platform and evaluating bids.

• Consultancy to Qtel on a GSM Expansion project, including acceptance and implementation of new service platforms: GPRS, WAP, Unified Messaging.• Responsible for integration of mobile switches and new service platforms with existing IT systems (SMSC, Billing, Customer Care, Provisioning, OA&M).• Co-ordination of tender specifications for the next GSM and SSP expansion phase.

• Worked in BTSS’s Network & Systems Management group to identify “Black Spots” in the operations solutions for their global accounts. Produced project proposals including business cases for e-Service, service level management, root cause analysis, knowledge management and several smaller projects.

• Contracted by Saudi Telecom Co. to work on supervision of a $2b telephone expansion project. Responsibilities included the OSS/MIS data network (700 sites), the NOC video wall and management of WLL systems.• Wrote specifications for the OSS/MIS data network and voice/video conferencing services for the next telephone expansion phase.

• Assigned full time to the Norwegian Defence Communication Authority, as project manager for their national video conferencing project ($3m). Project planning, specifications, bid evaluation, contract negotiations, installation coordination.

• Project manager for bringing 370 rural police offices on-line with the central police mainframe.• In 1991 was promoted to Manager of the Networking Department in charge of the national data network, networked servers, PCs and printers. Responsible for staff, yearly budget of around $5m, design, operations and support of complex comms solutions.• Under my management the network was expanded from ~100 to >500 sites.