Engagements include:Heading up a Business Improvement team and directing a transformation programme for a top legal client.Helping a legal client understand the value of RPA with a proof of concept in their Know your client process.Helping a major airport review suspended projects due to Covid with a view to restarting - Pulling together plans, costings and dcumentation for board approval.

Directly accountable for engagements with client including C Suite (Managing and Senior Partners) as well as Global COO, Regional COO’s, CIO and the Technology leadership teamProgramme managing a £6.5m refresh of the Infrastructure across 3 global Data Centre’s – Including Exchange / Enterprise Vault upgrades and implementing GDPR tools. Managing multiple third parties and teams in excess of 70.Led the feasibility study of a firmwide Cloud Programme (incorporating O365, OneDrive, DMS, user data to Private Cloud)Responsible for initiating and the delivery of multiple projects; - Leading and shaping the delivery of a replacement website Programme - Managing a process to validate the firms Information barriers and their validity, working with a 3rd party vendor to define the firm’s strategy for this - Implementing ServiceNow ticketing and workflow solution for the Technology function - Undertaking discovery analysis and spinning up a project to deliver a client facing corporate Events and Conferencing platform - Accountable for the Sourcing workstream responsible for delivering a £10m replacement Document Management System - Running a proof of concept and project to deploy Outlook mobile across the firms global userbase - Turning around failing projects where process has failed, relationships have broken down or internal client resources need direction and supportOverall management for the Service provision of resources on-site provided by ROC Technologies, with team size ranging from 10 – 25Directly accountable for the Client relationship with Linklaters from ROC Technologies up to and including the Global COO / CIOFull accountability for commercial P&L, annual revenue and GM% performance targets, including multiple contract renewals.

- IT Director for the Commercial business unit (CCO) with accountability for all aspects of technology reporting into Etihad’s CITO - Led the delivery of the Commercial Project portfolio ensuring risk, inter-dependencies, relevance and impact on current business activities and the strategic benefits to be realised - Delivery of complex change programmes within a large Commercial portfolio (eCommerce, Social Media, Contact Centre, Loyalty, Holidays, Strategy & Planning, Guest Experience) - Acted as the change catalyst for the Commercial business line, ensuring the right approach to delivery of all IT Services, and the end-to-end service offering - Management of the day to day Operational Support of the Commercial direct channels (Websites, Contact Centre’s) - Worked with other Heads of IT and CITO to ensure alignment of process and Organisational designs - Aligned portfolio and stakeholder needs with delivery capability and ensured the right investments were made - Accountable for the delivery of Etihad’s Projects / Programmes within the Commercial and Strategy and Planning business lines reporting to the CEO - Responsible for the Insourcing and for the Design, Build and Operate function for Etihad’s Websites comprising Project Managers, 24 * 7 DevOps, Service Management and Business Analysts - Responsible for the delivery of the eCommerce proposition of a 1 Billion Dollar (10-year) Passenger Services Transformation Programme (PSS) migration from Amadeus to Sabre - Managing a team of up to 100 on-shore and off-shore including service providers and third parties, with overall budget responsibility of Revenue: c$30m and Capex c$60m

Reported to Deputy CIO, with sole responsibility for IT activities in Heathrow’s Terminal 5, managing relationships and activities with BAA and external partners such as British Airways.- Initiated and drove a change process to simplify the Facilities Management system- Built relationship internally with BAA business and externally with British Airways IT function enabling better working environments’, trust and IT strategy- Introduced Service Management into Business area giving visibility of IT performance- Drove Change Programme for the rollout of a Resource Management system for T5 enhancing the general roster process for Security staff facilitating home working/scheduling- Programme board member for a Desktop refresh throughout the business, encompassing migration to Office 2010, Exchange, SharePoint- Member of board to bring on new Satellite Terminal of T5 (T5C) which increases gate capacity

Reported to Director of IT Service Delivery, responsible for delivery of a four-year Network Refresh Programme to replace a failing infrastructure serving the airport estate replacing obsolete network equipment

- Recovery of a failing c£10M data network refresh project across 3 Scottish airports - Successfully managed the migration from legacy network to newly installed network - Guardian and Chair of local Project Board

- Drove the delivery of a centrally governed Programme, valued at c£40 millionIdentified cost savings of £2 million at a very early stage of the project on the Network Management tools - Gained approval for funding from each of the local Capital governing bodies across all airports - Maintained a robust Communications plan between multiple stakeholders including the various boards, project sponsors, IT Service Delivery and 3rd parties

-Managed the implementation of a desktop refresh Programme across seven airports, responsible for the day to day delivery, including migration of desktop products, introducing Citrix and application rationalisation -Won First prize for the 2004/5 "Information Age" sponsored award for most effective projectReported to the board, managing relationships at senior level between the business and the various - Project Managers, challenging and shaping delivery approach and methodology

Led and managed a team of 20 IT account managers at Heathrow, Gatwick and Stansted airports with a budget responsibility for £3.5M (opex) and £5.5M (capex). Consulting across the business functions to translate requirements into IT strategies.- Centralised the local IT Support team at Stansted into the group IT function. This included negotiating new service contracts, working closely with senior management within the business and HR to ensure a seamless transition - Managed both the new and existing IT portfolio including needs identification, inception, development and benefits realisation - Implemented a new Account Planning process, enabling staff to share knowledge and eliminate duplication of activities