Providing cloud IT advisory services to clients as a GLG council member

IT transformation and advisory projects, within mostly construction, private sector and professional services organisations. As I have extensive experience of integrating newly acquired businesses and leading large complex transformation programmes, I am frequently approached by private equity organisations to advise across all areas of the IT function particularly in fee-earning environments (such as law firms and management consultancies and other multi-site environments). I am a clear communicator who can simplify complexity and ensure the organisation exploits the benefit of complex transformation and new technologies, particularly for flexible and remote workers around the globe.Key achievements & projects:• As Head of Professional Services, I was responsible for the turnaround of a team of IT trainers and consultants specialising in IT applications for the Architecture, engineering and construction sector. I hadfull P & L responsibility of £2m which in my 6-month tenure was a 5% increase. This was driven bymaximising training seats on training courses, a standard consistent approach for proposals and staff mentoring.• Building ‘as is’ and ‘desired state’ positions for my Gulf based Design consultancy client allowed helped me create a 3-year technology strategy utilising the majority of their legacy applications. • Remote working strategy for multi-site, multi region professional services company allowing staff to securely access Information from the corporate network using a combination of Active Directory, Forefront Unified Access Gateway and Identity manager. This solution also enabled remote desktop support for those working from home.

Following the acquisition of Scott Wilson, I was retained by URS as Group IT Director and additionally directed the $10m IT integration programme which was delivered under budget and ahead of schedule. URS Corp was a fully-integrated engineering, construction and technical services organisation which grew exponentially over a 10-year period through aggressive M & A. The IT function headcount was circa 140 split in 4 global hubs (UK, EU, ME & A, China) with a budget responsibility of £25M.

Following the appointment of the former CXO of Costain to the Non-Exec board of Scott Wilson, I was head hunted to deliver a programme of transformation to an organisation which had grown rapidly following a number of acquisitions. Following 2 promotions within the first 6 months I was given responsibility for the provision of business-critical IT services to up to 7,500+ staff across a worldwide network of 80 offices in operating regions including the UK, Asia-Pacific, Europe, India & Middle East. Headcount of 75 staff and budget responsibility of £10M pa.

I joined Costain as a trainer tasked with rolling out a collaboration tool. My remit grew over 6 months culminating in my promotion to Head of IT. Responsible for all aspects of IT management, including systems, infrastructure, applications and the deployment of an effective project mobilisation strategy across the group to support business change. Headcount circa 50 FTE with budgetary responsibility of £5M.