dere-street provides programme development and programme management support for public and private sector clients. I specialise in developing and delivering large-scale innovation programmes, with extensive experience in programme management, KPIs, and transnational programme design and support.The funding proposals that I've developed have delivered over £15M to my clients to date. The programmes I support enable local governments and SMEs to understand the implications of new/disruptive technologies, to develop enabling strategies, adopt new technologies, support change management and capacity development, and enhance/develop the use of data/systems in service deliveryI'm always happy to talk about developing good ideas or helping you deliver your programmes more effectively - email me at dave@dere-street.com

I provide ongoing programme delivery and programme management support. I developed the project's KPI and reporting framework for BLING, and am now producing content for the BLING mid-term conference in March 2021.

I've worked on Like! since its inception, leading the programme development work, setting out the programme's approach, identified the core aims and objectives, and leading on the delivery of a successful €4.9M funding proposal for the 8 consortium partners. I provide ongoing high-level support to ensure the successful delivery of the programme, ensuring successful delivery of outputs and successful reporting against project objectives.

As Programme Director I was responsible for the design and deliver of the £1M innovation acceleration programme. The Cancer Challenge worked with industry, with clinicians, with patients, with academics, and with the public sector to develop and deliver innovative tools to deliver better cancer care outcomes in Scotland. The Challenge funded 8 companies to do feasibility studies to develop better cancer services, funded two companies to integrate their services with four NHS Boards across Scotland, and funded one follow-on proof of concept.

The Data Lab is Scotland's Innovation Centre for AI and Data Science. As Chief Operating Officer, I was responsible for the delivery of the £30M programme. I coordinated the organisation, planning, management, and resource allocation at The Data Lab to enable us to deliver innovation at scale for industry and the public sector.• Responsible for the delivery of outcomes to external stakeholders, including comprehensive risk management across all workstreams and the development of robust KPI measurement and reporting systems.• I lead the delivery of The Data Lab’s programme of innovation projects, delivering 80+ projects resulting in £100M in economic growth and over 400 new jobs. • I deliver The Data Lab's strategic objectives, leading on operational organisation, integration and delivery across The Data Lab’s teams and hubs. • I lead key strategic projects for The Data Lab, like the Cancer Innovation Challenge.• I'm management lead for DataFest, The Data Lab's two-week festival of data - with 70+ events and which reaches more than 4,000 people - which is held every March across Scotland.

I was responsible for the management, planning and coordination of the £12.5M UK Carbon Capture and Storage Research Centre (UKCCSRC), a collaborative network that brought together industry, regulators and universities to deliver world-leading research and build sectoral research and innovation capacity.I managed the collaboration of 10 UK institutions, and coordinated national and international outreach activities. Responsible for the management and delivery of the Centre's £4.6M research programme of 27 research projects. The UKCCSRC was funded by the Research Councils UK (RCUK) Energy Programme, led by EPSRC and DECC.

Project Director for the €6.7M SmartCities Project, an international innovation network that linked governments and researchers to improve the development and take-up of e-services in the North Sea Region of Europe. I set up the project's strategic framework and developed project work plans, identifying and then delivering a transnational programme of activities across the project’s 15 partners, focusing on key themes including customer profiling, channel strategies & shift, customer journey mapping, and using geo-data in service design/delivery. Developed and delivered monitoring and reporting frameworks for the programme, and led on the project’s communication and outreach work, presenting to politicians, policy makers, urban organisations etc. I led the Smart Cities international research network, set up to support the Smart Cities project, bringing together academics and consultants from the UK, Germany, Sweden, Belgium and the Netherlands to deliver research, evaluation and project support to the Smart Cities Project. Responsible for the management of €1M budget, setting priorities and commissioning publications and outputs.

Providing external advice and support on strategic and operational project management, project development, outcome identification and delivery and internal and external communication needs. I developed and wrote the project proposal.

Seconded to Justice Analytical Services to develop a new performance management and reporting framework for Community Safety/Anti-social behaviour funding and to manage a series of large-sale evaluations of ASB policies.

I was seconded to CS to develop and deliver a research and evaluation programme to support the £320M Community Regeneration Fund (CRF). I also sat on the advisory groups for a number of externally run research projects/ programmes for Health Scotland, the Joseph Rowntree Foundation, and the Full Employment Area Initiative.

Provided analytical support for the 2006 State of the English Cities report for the Office of the Deputy Prime Minister. This included the detailed analysis of a range existing large-scale data sets using Excel and SPSS (including different indices of deprivation, small area census statistics, benefits data and a range of labour-market data) and the specification/acquisition of data sets from suppliers.

Worked for the School of Management and the Centre for Research into Socially Inclusive Services (CRSIS). Key projects included an analysis of the accessibility of retail banking products for the Royal Bank of Scotland, which used data from the Scottish Household Survey and Experian, and an analysis of the use of e-commerce and rates of internet access by different social groups to examine the nature of the digital divide in Scotland and measure the potential of e-commerce as a means of expanding retail choice amongst the socially excluded.