· Oversaw end-to-end product management responsibility for all clients (Major tier 1 banks, insurers, and financial services organizations) and Capco Digital initiatives.· Created product management framework and established the Capco product community (30+ FTEs), handling business development, learning and development, knowledge management, R&D & innovation lab interlock, and recruitment, resulting in a $3m business.· Launched multiple products and services across commercial banking, retail banking and insurance, including new bank builds, D2C insurance products and FinTechs.· Driven product implementations that have impacted 100,000s of users globally.

Co-founder of the peer to peer extreme sports/adventure equipment sharing company. - Pitch UK finalist ’15; promoting the firm across the UK- Creation of the business to consumer business model- Developed MVP to test market demand- Delivered partnerships with Esc to the Woods and Surf Summit to drive traction and learning

Assisted in closing deals and account management/development of clients in the UK, US and Australia, from 1 to 40 clientsKey member of the IDEO's Human Centred Design thinking for uMotif following IDEO start up in residencyManaged team of 8 developers from pre-product and revenue to business as usual with multi-thousands of usersImplemented Scrum/Agile workingDeveloped customer service and operational activitiesDeveloped customer success strategy and implementation

East Lindsey District Council (ELDC) Alex was asked by to analyse the performance of their Health and Culture Team (HCT) as well as to establish the economic & political viability of extracting the team from the council and establishing them as a stand-alone company. Alex reviewed the income streams and expenditure including that of the PCT, various health and culture charitable spending and focused on the expected reduction in these incomes due to the economic climate. Alex also interviewed various stakeholders to understand how they would view any movement of the HCT out of the council. Alex also did competitor analysis to understand how the HCT would fare if external. As a consequence of this work ELDC are pushing the move through the council vote process to establish the HCT independently.

Blue chip professional service firmHaving initially brought in to facilitate a 2-hour workshop Alex was directly requested by the client to continue on the engagement until its conclusion. Alex was tasked to pull together strategic business cases and related options for the Global & Area Quality and Risk Management functions, looking at the quantative and qualitative benefits of off-shoring functions and services. Alex worked with stakeholders, clients and colleagues in Europe, India and the United States to identify savings and the cost of investment and allow decision makers to choose the optimal course of action.Major UK bank Working as part of a multimillion pound programme Alex managed various stakeholders, including Finance, Payments, Operations and IT to enable transformational change to the business. Additionally Alex helped to develop the target operating model to give a clear roadmap to move the bank from as is to their desired functional state. This work laid the foundation for multi-billion increases in deposits and major profit increase.

Royal Commission for Jubail and YanbuAlex held a dual lean practitioner and project management role on a culturally challenging and severely time bound project in Saudi Arabia. As part of a core team of 4, Alex was asked to review RCJY’s approach to its physical asset management, including its strategy, governance, management information, operations, procurement and more. He also developed a roadmap to success that articulated the steps and milestones needed for the RCJY to achieve its ‘world class’ vision. As a consequence of this, further work to deliver this change was won and delivered.

Barclay's Cycle Hire SchemeAs part of the Operations work stream Alex project managed delivery of over £2m of mission critical elements of the on street operations of the newest transport scheme in London for decades. This included delivery of the redistribution stream of the project as well as the mechanical and electrical streams, managing various stakeholders and suppliers to ensure that all elements were delivered against exceptionally tight and politically important timeframes. Budgetary constraints were also of paramount importance and ensuring tight supplier management and strict requirement specification ensured that this was controlled. This work allowed the Cycle Scheme to go live on time with the client delighted by the elements delivered given the time frame. On-going support was delivered until the solution was fully handed over to the business. The client’s faith in Alex was so strong that he was asked to work on performance improvement once the scheme had gone live.

Alex worked at UK and Group level leading Steria’s environmental strategy to differentiate it from their competitors. Contributing to Group CSR objectives, Alex in conjunction with UK board members led a team of 21 who provided market and competitor research and analysis to develop an environmental strategy for Steria as a whole. Consequently Alex was asked to project manage the implementation in the UK and sit on the Group multi-national steering board. Alex’s management of projects included cultural change management and agent initiatives, employee engagement schemes, internal and external communication planning and execution, thought leadership and achieving ISO 14001 in the UK. This work now features prominently in Steria’s marketing and website.