Executive Board member responsible for the operational running of the IT systems, defining and implementing the IT strategy and Information Security. Budget - £40 million. Team – 140. Administration of £3.2 billion of claims and payments for the Farm subsidies for Single Payments (SPS) that support the EU Common Agricultural Payments (CAP). Responsible for stabilising the systems, implementing process efficiencies including legislative changes and driving online applications from 40% to 70% in two years. Delivered a rules based processing engine, new financial accounting application, HR application, customer relationship systems for the contact centre that is linked to the online application, a data warehouse for a strong analytical capability and a GIS system that maps the whole of rural England to facilitate the claim and inspection process. Senior Responsible Risk Officer with executive responsibility for managing disaster and business disruption incidents. Accountable for all the organisation IT architecture and strategy, Information and data, operational IT, hosting, IT security, IT helpdesk, service management (including service level management), supplier management, networks and Infrastructure, unified communications, mobile technology (including the introduction of Leica GPS land inspection devices), ISO 27001 accreditation, data protection and freedom of information, IT development and testing, telecoms, end user computing for a distributed workforce and at 6 main locations.Strong employee engagement including the introduction of IT apprenticeships, career path development, succession plans, talent development schemes and focused competency based training programmesPart of Defra’s CIO board ensuring the effective collaboration of IT initiatives across Defra network with all of its agencies and delivery bodies.

Responsible for the operational running of the Council’s IT systems and IT strategy vision and delivery. Budget £30million. Team – 120. Developed a "common enabling IT architecture" that reduced the total cost of ownership of the councils IT estate by £35m per annum. This was achieved by rationalising its applications base from 450 to 200 applications, thus delivering improved sharing of information and better information quality. Exploited legacy applications and introduced new applications within the council’s portfolio to drive business efficiencies and achieve improved outcomes for the councils and its customers. Accountable for all the councils IT architecture and strategy, information and data, operational IT, hosting, IT security, IT helpdesk, service management (including service level management), supplier management, networks and Infrastructure, unified communications, IT development and testing, telecoms, end user computing across the range of council servicesWorked with other government bodies to look at the viability of sharing IT infrastructure and solutions to reduce costs with South East 7 (councils) and the Better Together programme (all district councils in West Sussex). Management of IT infrastructure and the IT department to achieve service levels. Led the procurement for the outsourcing of the IT infrastructure (desktop, network and data centre) to Capita saving the council £10m over 7 years which. Extended the contract to include application management saved another £5m over 7 years.

Successfully architected, won, and delivered projects with an individual value up to £110m; contributed significantly to the £36m Local Government sector sales targets and consistently exceeded individual sales target of £1m P/A from 2006 – 2009. Development and delivery of IT architectures and solutions to meet the customer(s) business needs.Advised on the challenges facing the delivery of technology-enabled services in the central and local government environment. Strategic, cross-government decisions making responsibility for Capgemini to broadened its capability in the sector, e.g. e-GIF Company accreditation. Pre sales responsibility to ensure that the architecture proposed for the solution is valid, costs and resources set at appropriate levels, and that the benefits of the approach are highlighted. Responsible for internal liaison to meet challenging bid timescales.Worked with software and technology vendors/providers to create propositions to take to market that addressed specific challenges and/or business needs.Took on project delivery responsibility as needed. Provision of quality assurance for architecture projects (e.g. Home Office EDRMS and NAFW CAPM). Included ensuring traceability and coherence, resource levels and correct governance to ensure compliance. Mobilisation and technical input when responding to client requests to ensure an appropriate, architecture-led response that met client needs.Other roles prior to this at Capgemini included Retail Sector Architect and Oracle Consultant. I developed the Enterprise Architectures and delivered solutions for Ocado.com, theTrainline.com, Selfridges and the internal development and delivery of Oracle HRMS.