* Management of an IT OpEx budget of £3.6m p.a.* Production and delivery of the CoE Finance IT Operating Model* Defining strategy for the CoE Finance IT aligned to DPDHL Corporate Strategy* Management of a Global Service Delivery team: * 49 Functional, Technical and Interface support analysts (located across APAC, EMEA, UK&I, NORAM & LATAM) * 24x5 support for DHL Supply Chain Finance IT - Oracle Cloud ERP Financials, Oracle EBS (R12) and associated Enabling Applications * supporting over c.50,000 users in 47 countries* Monitoring and reporting of SD performance against agreed key SLAs* Engaging with senior global business stakeholders through regular business reviews* Management of a team of 9 outsourced resources, plus additional ad-hoc contractors* Management of internal and external audit relationships* Engagement in large scale Global Oracle roll-out programmes, ensuring a smooth transition of support from Project to BAU Service Delivery* Developing and embedding a culture of Continuous Service Improvement (CSI)

* Management of an IT OPEX budget of circa £7½m p.a. plus a project / CAPEX budget of circa £4½m p.a.* Production and delivery of the Metropolitan IT Strategy and software lifecycle * OJEU tendering and delivery of Oracle EBS, Serengeti EDMS (Document Management System) and Northgate Housing application hosting migrations and Oracle EBS support, saving circa £450k p.a.* Management of a team of IT Business Partners and Business Process Consultants providing IT business partnering to the wider business, delivering business analysis, project management, change management and governance services* Management of the internal Oracle E-Business Suite support team and Third Party Application support team* Ownership and management of the outsourced Oracle EBS support contract against contracted SLAs and KPIs* Developing and embedding a culture of Continuous Service Improvement (CSI)* Regular meetings and updates on IT & project delivery to senior and executive leadership teams* Production of reports to senior management, including risk management* Management of internal and external audit relationships on behalf of the IT department

* Project Management of a portfolio of technology and strategic corporate projects including: * Serengeti EDMS upgrade plus upgrade and merge of a separate DMS to create a single consolidated instance * Housing System technology stack upgrade – working closely with support partners and Oracle Managed Cloud Services (OMCS) in the UK, USA, Poland, Egypt and India * Corporate consolidation – requiring coordination and co-operation of ITS, Finance, Procurement and business stakeholders. * Full Disaster Recovery test of Oracle EBS, Serengeti EDMS & Northgate housing systems* Creation of the IT “Road Map” on behalf of Central Service business areas* Production of Business Cases e.g. for the OJEU procurement of Hosting and Oracle Support Services* Developing strong relationships and working with Business Partners to deliver technology based changes (both larger projects and Requests For Change (RFCs), primarily relating to Oracle E-Business Suite due to the nature of my key stakeholders (e.g. Finance, Procurement, HR / Payroll)* Management of Oracle Hosting and Support partner contracts (c. £1.3m p.a.)

* Project and Change Management for a variety of IT, Finance and HR related corporate projects: • Procure-to-Pay (P2P) • Financial Controls • CITRIX Virtual Desktop (Proof of Concept) • Review of Metropolitan Data Centre hosting contracts • Implementation of outsourced Metropolitan Payroll (1,700+ employees) • Outsourcing of IT 1st, 2nd & 3rd Line network and infrastructure support

* Leadership, management and motivation of a multi-disciplined team of 13 staff delivering all aspects of: • IT (budgets; strategy; hardware, software & network procurement, maintenance, development and implementation; end user support and training; new office fit-out; telephony) • Operational Finance (bought ledger; sales ledger; rent ledger; invoice coding; payroll for 500+ employees (complex 24x7 shift patterns and payments); insurance; fixed assets; treasury management; VAT; vehicles; value for money) across 40+ sites. • Multi-skilling of team members to provide opportunities for their own personal development in addition to creating a team who were able to make a positive contribution to the success of the business. • Supporting / Mentoring team members in their studies (IT, Payroll, AAT accounting etc.) • Maintaining team morale, and hence retaining all staff during a difficult 5 year period of change between Granta joining Metropolitan and final consolidation of the businesses.* Chairman of the Granta Computer Steering Group (CSG), meeting quarterly and bringing together representatives from across the business to share information about recent, on-going and future system developments, discuss issues and ensure that IT resources are being developed, deployed and used to enable the Society to achieve excellence and to support business objectives whilst ensuring a value for money approach* Project Managed and implemented: • Granta Intranet • Granta Website including Customer Portal • CINTRA Payroll including online payslips • HR Classic • Mobile working solutions for Housing Services and Asset Management teams • Microsoft Terminal Services • Change Manager and key data supplier for the consolidation of Granta and Metropolitan

* Managed a team of 7 staff controlling all aspects of purchase, sales and nominal ledgers, cash office, treasury management, fixed assets and financial reporting* Project Managed the selection and implementation of a new Finance system (DREAM Financials)* Managed the invoicing of the TECs main income sources (DfEE, DTI, ESF, SRB - £28m p.a.)* Production of financial management information* Developed systems to maximise the recovery of manpower & non manpower costs through externally funded projects* Introduced multi-skilling within the finance team as a development opportunity and to increase team working and motivation* Delivered functionally focussed training to project managers to improve their financial awareness* Monitored and improved financial systems and controls* Re-designed and produced monthly management and Board reports together with a variety of ad-hoc financial and statistical reports drawing information from multiple databases.

* Auditing sub-contractors financial and administrative systems in order to ensure legal / financial compliance against Government contracts.* Assessing LAWTECs internal business systems.* Reporting to senior management, Audit Committee and the Board.* Developed and implemented automated audit working papers together with computerised planning and control documentation.* Secretary to the LAWTEC Audit Committee* Instrumental in the successful challenge to the findings of a National Audit Office (NAO) audit report.