Responsible for the definition of a high-level delivery plan for the Digital Strategy, including sequencing, resourcing, funding and the demand pipeline. Establishing frameworks, standards and monitoring for the Digital Delivery function. Leading a team of over 20 programme and project managers, business analysists, programme management office, digital skills and business and finance.

Responsible for the definition, coordination and delivery of the ICT transformation programme. Managing and monitoring the delivery pipeline and associated resource (budget and capacity) planning and scheduling. Managing a team of project managers, business analysts and interim specialist ICT resource. Working with business change managers, PMO, solution architects, developers, testers and service delivery colleagues. Supporting the development of an ICT operation aligned to ITIL best practice. o Co-ordination of the deployment of the technical solutions required to facilitate remote working as part of the COVID-19 response. o Transition away from a managed service covering infrastructure, desktop and helpdesk to cloud based services (PAAS, SAAS and IAAS), managed network and security services and in-house service desk within 12 months, delivering significant annual savings.o The roll out of Windows 10 and O365 across the organisation.o The redevelopment of the Dynamics365 CRM system. The establishment of the SDLC delivery approach for the ongoing management of the development backlog - including the delivery of a Power App portal for the publication of casework.

Responsible for planning and coordinating a portfolio of inter-related programmes and projects from business case initiation to final operational stage. Working within and matrix managing an IT Projects Delivery Team consisting of programme managers, project managers, business analysts and testers.Achievements:• Planning, scheduling, controlling and reporting activities for IT infrastructure elements of the University’s £1billion Campus Masterplan programme which will run until 2022.• Identified and defined the overall IT-Estates programme and governance structure• Produced Business Case to allocate £24 million over 5 years towards IT infrastructure. • Put in place an IT-Estates programme team including 6 posts (4 project managers and 2 network engineers) funded from the allocation. • Aligned the IT project framework onto the RIBA stage workflow (construction) to ensure that decision points and activities are aligned. This has not been done before; the result is that there is a clear definition of activities and project governance.• Coordinate a projects dossier of approximately 25 projects (refurbishments, new builds and IT Infrastructure) spanning 2017 – 2022• Working with Domain Architect, defined and initiation of IT infrastructure projects to support IT strategic roadmap i.e. VOIP, Unified Communications• Delivery of interrelated infrastructure (IT infrastructure portfolio) and Business systems portfolio which includes projects relating to enterprise applications

Reporting directly to the Head of IT, responsible for a team of 60 people (9 direct reports) supporting 10,000 end point devices and up to 7,000 end users. This included the project delivery and relationship management team and the IT Support function (service desk, incident and problem management, request fulfilment and release management measured against industry standard indicators). I established a new team focussed upon project delivery and relationship management following a restructure; putting in place structured engagement with stakeholders at all levels of the organisation. I pursued continual service improvement, establishing new ITIL based processes including a Change Advisory Board to assess business cases, initiate projects, assign resource and review benefits. I successfully implemented service improvements and tackled under performance around the service desk.

Responsible for delivering converged communication programme of work including all aspects of project management i.e. planning, risk and issue management, business cases and initiation. This included the procurement and implementation of an IP based 200 seat contact centre, the transition of out-sourced voice services into in-house management, deployment of BYOD and working with a strategic supplier to deploy the next generation (cloud based) of wide area network (WAN) to schools.

Implemented 200 site wide area network (WAN) including internet access, filtering and connectivity to JANET for all schools within Kirklees.

All aspects of perimeter security management including firewall, internet filtering, monitoring, intrusion prevention and detection systems.