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Provided consultancy and coaching in the areas of programme and project management.

Responsible for working with Tarmac Board to formulate and execute a new five year strategy covering all areas of the organisation and integration with the wider CRH Group. Includes driving solid PMO standards and coaching managers/leaders across the organisation to deliver successful change programme and projects.

Assigned by Tarmac Board to form and lead a joint marketing and communications function on an interim basis. Focus on structuring the departments effectively and ensuring harmonious working. After a positive assignment, the two functions have now been successfully transitioned to internal Tarmac leadership.

It was a pleasure to be responsible for scoping, shaping and delivering a transformational programme at pace to integrate Tarmac's two largest business units (Aggregates & Asphalt + Readymix Concrete) and optimise all supporting functions e.g. finance, HR, IT etc. Executive sponsor - Senior Vice President for Tarmac (Martin Riley).Completed on time, to budget and quality. Quoted as one of the best well-governed programmes.

Responsible for directing the portfolio of all change programmes and projects within Tarmac. Includes ensuring that strategy is established and executed. Reporting into Senior Vice President Tarmac UK. Providing Programme, Project & Change Management leadership and guidance across all parts of Tarmac UK.Coaching for staff up to board level covering a range of leadership, management and interpersonal skills.

Training and management of mindfulness & meditation programmes. Creation and leadership of a mindfulness organisational community of practice to support the health & wellbeing of Tarmac's employees.Delivery of mindfulness 1-2-1 coaching.

Reporting into Managing Director and responsible for directing all change programmes and projects within Aggregates & Asphalt business unit. Includes providing Programme, Project & Change Management leadership and guidance across other parts of the Lafarge Tarmac Group.

Responsible for leading the transition and integration of the newly formed Aggregates & Asphalt Business within the Tarmac & Lafarge joint venture. Reporting into Managing Director. Role covers all areas including commercial, supply chain, manufacturing, IT and organisational design. Phases include pre-day 1, stabilisation of new business, planning and ensuring synergies are realised.

Senior leadership role reporting into the Managing Director. Established group wide Programme Management Office including full programme/project governance and portfolio management covering business and IT. Personally accountable for delivery of £60m EBITDA in 2011 and 2012 through portfolio of group wide programmes and projects managed by the new PMO.PMO scope also includes strategy, employee engagement and all business performance KPI reporting and management.Set organisational change and efficiency strategy for 2012 through pulling together Tarmac's directors and agreeing group wide priorities. Then delivered an engagement and communication plan covering every member of the Tarmac Group.Created short term climate change and longer term cultural change enabling greater focus on EBITDA benefits and general business performance.Supported Managing Director in integrating seven central functions and six business units to a common vision through matrix management introducing business optimisation and enterprise value. Central functions spanned commercial, asset optimisation, logistics, procurement & strategic supply chain management, technical and PMO.

Reporting into IT Director and responsible for delivery of all IT programmes and projects across Tarmac Group.Led team of programme managers and project managers covering a range of technologies including SAP.Projects spanned application development and infrastructure.Restructured the team, transformed governance standards, raised delivery focus and enhanced relationships with the business and central functions.Coached team including the personal development of a Senior Project Manager to transition him as a permanent successor to this role.

Established successful coaching business. Provided 1-2-1 coaching to consumers and businesses from SMEs to blue chip.Business coaching from middle management to board level covering areas such as relationship management, setting strategy, performance management, time management, confidence, building highly performing teams, programme and project management coaching.Personal coaching covered a range of areas including career coaching, time management, transition, relationships and creating small businesses.Articles and case studies published in leadnig industry journals. Interviewed and contributed regualrly in media including BBC.

Accountable for IT Delivery to all Boots retail stores, opticians and support of international IT initiatives.Delivered a significant portfolio of EPOS and stores related systems through management of a diverse set of onshore and offshore IT professionals including portfolio managers, programme managers, project managers, development team and infrastructure teams from within Boots and its partner organisations. Accountable for delivering major projects including replacement of Boots stores handheld devices, self checkout, PCI, store openings/refits.Selection of Boots IT offshore development partner and transition of development to India. Defined, established and delivered a new IT delivery organisation to enable multi-million pounds cost savings through a number of initiatives including a significant amount in-sourcing and introduction of test and release management. Led Boots IT wide (delivery, service, architecture, business office) delivery of new target operating model at request of IT Director.Delivery of initiation and mobilisation phases of a strategic IT Marketing Programme (Boots AdCard) with SAP CRM including business case.Delivered strategic vendor selection and managed the selected vendor for CRM systems integration.Responsible for the strategic relationship between Boots and Infosys. Accountable for commercial management relating to all aspects of IT delivery across all Boots portfolios.Delivered sensitive TUPE transfers of teams and mass recruitment of project managers, solution architects, business analysts and business consultants from Boots vendors. Completed CMMI assessment within Boots IT and created roadmap for pragmatic application of CMMI level 3 processes and process management.

Selected by Experian board members to manage a multi-year programme of work to develop Experian’s new flagship product including a significant deployment of infrastructure based upon Microsoft .net technology.Responsible for all elements of the programme’s lifecycle from concept stage through to enabling delivery to a major financial services client. Built and led the programme’s management team consisting of five project managers and seventy-five project staff delivering in excess of fifteen-thousand man days work.Established an organisational change project to transform the future of Experian’s key delivery area including culture change focusing on effective Service Management.Led departmental teams of consultants, service managers, programme managers and project managers.Delivered a strategic programme of work to HSBC resulting in a revolutionary service that was available 24 hours per day, 365 days per year.Fully accountable for a mission-critical portfolio of services to some of the world’s largest financial organisations including applications software, communications, server and desktop infrastructure. Responsible for ensuring that service levels are met. Qualified, sized and shaped new services including definition and costs. Introduced appropriate use of ITIL functions including management of Service Level Agreements and Operational Level Agreements.Worked with account directors to provide profitability models for strategic accounts and presales support. This included consultations and presentations to strategic clients feeding into major bids with focus on communications networks.Acted as the lead contact point for projects that that span sales to service delivery within agreed costs, time-scales and quality.Provided technical consultancy for clients and internal customers, which required an understanding of application integration, communication, server and desktop technologies.

Managed a project to deliver an IP Network Management Service, which was implemented within British Telecom and its global joint ventures and clients. This included enabling operational and service support to over 700 users and managing third parties.Provided pre-sales and technical consultancy to other blue chip organisations.

Responsible for team providing and managing mission critical Microsoft Windows NT based network requiring an excellent technical knowledge of LANs, WANs, TCP/IP and desktops.Application development in Visual Basic, C and Perl script.