Providing research, analysis and advice on hybrid infrastructure services, to global blue-chip clients.

Reporting to IT Director with responsibility for department of c. 60 staff delivering software development, support and training, owning relationship with offshore service provider and business-facing IT projects across all Eversheds sites. Key achievements include: • Managed delivery of key IT-enabled projects – led redesign of client and matter opening process, implementation of new HR system and transformation of international billing process.• At request of Managing Partner & FD, led business change activity for BPO of Finance & HR, involving negotiation, persuasion and, ultimately, buy-in of 150 senior partners.• Engaged with senior stakeholders to drive IT-enabled strategy; assisted restructuring of finance processes, drove client-facing innovation & delivered revised cost control approach, • Over two years, saved c. £400k on annual software support budget of £1.7m; introduced innovative support contracts, saving cost and creating delivery of key system upgrades.• Resolved multiple major issues beyond own area: recovery of datacentre following complete failure, resolution of client data leak and mediating key management issue between senior managers.• Drove and managed restructuring process across IT and FM, reducing staff costs by 10%.• Drove service improvement of outsourced software provider; further extended outsourcing and set up new outsourcing arrangement with additional supplier to improve service and save cost.• Won Eversheds’ 2011 firmwide innovation award for proposal around new legal products and services to enhance client service and generate revenue.

Reporting to CIO and responsible for managing programme of c. 60 IT projects across all Eversheds sites – UK and international – with an annual budget up to £15m and line management of 20+ project managers and business analysts, working on multiple agile and waterfall projects. Key achievements included: • Personally delivered completion of fully-virtualised, 250-server datacentre, ensuring no impact to business during critical year-end financial close period & move to new head office premises; repaired and restructured relationship with key supplier.• Led renewal and renegotiation of strategic 5-year, £30m+ outsourcing contract with services & infrastructure provider, to deliver cost savings, enhanced SLA’s & strategic relationship.• Volunteered to lead agile project to correct system performance & stability issues, when previous approaches had failed; delivered multiple improvements, leading to vastly improved firmwide satisfaction with IT and recognition of success at Board level.• Managed project to deliver citrix platform for firm & later took on sponsorship when sponsor left; successfully delivered to time and budget, enabling home working & BPO.• Stabilised overall programme of work, by close monitoring of projects and early interventions, restructuring, process re-design & staff coaching; senior escalations reduced to negligible level.

Byte Night is the IT industry’s annual sleep out in support for Action for Children. Each year hundreds of teams from across the IT industry spend a night exposed to the elements in a bid to raise money and awareness for Action for Children.Over 1300 sleepers took part in the 2014 event which raised £1.1m. Since the first event in 1998, Byte Night has raised a total of £5.2million. We are in the process of organising this year's Midlands event to take place on Friday 2nd October 2015. For further information or to find out how you can participate please visit http://www.bytenight.org.uk/ or message me

Reporting to Business Systems Director with responsibility for managing the Business Change function within the general insurance division, delivering a portfolio of business-driven projects with an annual budget of £6m. Key responsibilities included: programme management of all active projects, throughout project life cycle; direct project management of high-profile, business-critical projects; identification and prioritisation of project initiatives; management of divisional Change Board, including responsibility for project governance; preparation of annual change budget and control of programme costs; management of 25 Business Change staff, including recruitment and performance management; management of key internal & external relationships.• Directly managed large-scale migration of business from blue-chip client, handling both client relationship and customer contact, and generating revenue of £60m+.• Led definition of business strategy for next 5 years via engagement with Managing Director, directors and other senior managers and established programme to deliver this.• Implemented enhanced household and motor insurance products into broker channel, delivering ‘Full-Cycle EDI’ capability generating 30% additional revenue in channel; personally took over analysis when subject expert failed to deliver.• Implemented new home insurance product in multiple channels, involving programme to create seven new point-of-sale systems, in all sales channels, increasing market share by 7%.• Led analysis and design team during design of mission-critical new online sales portal, introducing innovative features to provide competitive advantage.• Implemented robust project management methodology and appropriate project governance procedures, creating a repeatable, consistent project process.

Reporting to Settlement Systems Director and responsible for the UK development and support of the Nova product, an enterprise scale client-server system for the investment banking market, built in an OO environment using VB, C++ and SQL. Key responsibilities included: management of 50+ resources – project managers, development, testing and support staff; programme management of concurrent development and implementation projects, including project definition, resource allocation, risk control and MS Project methodology; budgetary responsibility for the department (c. £3m); liaison with clients, suppliers & other departments; managing the functional & technical direction of the product; and supporting both sales and pre-sales.• Restructured crucial client relationship from verge of contract cancellation to culture of mutual respect, leading to payment of outstanding £1m of contract fees.• Won new investment bank client by designing and prototyping new ‘Exception Monitor’ module; presented to client COO during final stages of tender and won business.• Led Nova into Japanese market, as the first foreign system in its sector. Led business analysis, handled client relationship & managed supplier in Vietnam. • Provided consultancy to clients at director level on all areas of the Nova system e.g. worked with client CEO/CFO to configure system accounting and ledger tree.• Reduced staff turnover from 40% to <5%, by enhancing staff morale.• Managed major system changes, increasing performance tenfold, while maintaining agreed delivery schedules and quality.• Introduced formal development procedures to create greatly improved quality of deliveries. Clients in London, Hong Kong and Tokyo taken live as a direct result.• Used system and industry knowledge to support pre-sales and sales processes for the Nova product in UK, Europe, Tokyo & US and authorised RFP responses.