A member of the Strategy & Customer (S&C) leadership team, I lead our work (strategy, operating model, experience design and strategic insight) across government, transport and defence. I also lead the strategic insight team delivering market and customer research that helps senior teams and CxO’s make strategic decisions for the future.Sectors: Consumer, Financial services, Life sciences, Government, Transport & Defence

- Target operating model design- Digital strategy- IT operating modelSector Experience: Financial services, Central Government, Media, Consumer, Transport, Defence, Life sciences, Higher education

Ian leveraged his enterprise IT and operating model experience to deliver digital transformation, software delivery and operating model transformations for Capita’s clients. He led on process improvement and customer journey optimisation; assured software user testing and drove improvements through agile business analysis. Internally Ian has led on solutioning improved programme controls and supported the development of a new digital transformation methodology.Personal Achievements- Spirit of Transformation Award 2017 Programme Awards- 2017 MCA Awards: The best 'Digital & Technology' project- 2016 Agile Awards: Best Use of Agile in the Public Sector by a Team

As a result of an organisational merger , Ian was given responsibility for the post-merger integration of two enterprise IT organisations the development of a target operating model designed to structure people and processes for efficiency and effective work distribution. This role had responsibilities including:- Target Operating model innovation and design ownership- Financial Control (Cost recovery and revenue improvement initiatives)- Workforce planning- Business Change Management- Process Design- Lean Six Sigma implementation- Stakeholder Management- Culture Change

Ian lead a team of 8 infrastructure and network delivery engineers, driving successful process and operational improvement initiatives focused on improving delivery speed and quality. This involved a wide variety of activities including:- Internal Client & Service Management- Infrastructure Delivery Management- Objectives Setting & Appraisals- Team Process improvement- KPI Achievement- Mapping and Developing End to End Cloud Delivery Process

Ian lead on two operational improvement projects focused on improving the structure and processes of the IT platform support teams through the application of a capability focused case distribution approach. He also produced a business case and gained approval for the development of an operational dashboarding tool and a suite of operational reports ranging from timesheet compliance to case management. Furthermore, Ian was responsible for supporting the service management of an IL3 secure IT environment and the development of employee engagement initiatives which took the form of newsletters and employee reward and recognition.In this role he:- Reviewed practices, structure and utilisation for the Infrastructure support teams- Developed an improved approach to team and resource management- Advocated a change from role based separation of workload management to a more agile skill/capability approach- Developed a skills/attitude matrix with the team leadership to facilitate development.- Worked with the team to identify issues in processes and toolsetsSupported and deputised for the manager of an IL3 secure production environment- In the management of the risk remediation process- In the management of the accreditation remediation processDeveloped a business case for the introduction of a Dashboard reporting tool - Stakeholder analysis and engagement - Analysis of the reporting estate - Business Case developmentDeveloped various employee engagement initiatives- Department newsletter- Working with senior leaders to produce a departmental rewards and recognition presentation

The elected Executive Officer in charge of representing and campaigning for 12,000 students on academic issues. A member of the Students’ Union Board of Trustees and lead officer for the eight person Student Voice & Representation department of the Students’ Union. I am also directly in charge of a team of 19 volunteer student officers responsible for 550 student reps. Showcasing my team work, communication and leadership experience and proficiency.I am responsible for driving change in service delivery through liaising with University departments, building and developing relationships with key members of senior management. Making me comfortable communicating and relating to all levels of the staff structure.This role has helped me develop my ability to solve problems creatively, develop structures and projects at the operational and strategic level, present them persuasively, deliver them effectively and also ensure their continuity.Key AchievementsDeveloping the academic representation system to be results driven, with communication and teamwork at the heart of its ethos and with support structures and formal processes to ensure its continuity. This was achieved through the design and implementation of a detailed training program, regular team catch-ups, set review points within the year and the creation of a formal reporting procedure to ensure accountability. Successfully delivering evidence based solutions to key issues through focus groups, interviews and the analysis of survey data, such as the formats of assessment and feedback and the structure of the virtual learning environment.

The leader of a team of five fundraisers with responsibility for training, administration, target setting, improving and maintaining team performance, for the maintenance of the team residence and finally for maintaining team morale.