I have totally redesigned the PMO with a clear single document to control the projects. We are working hard in controlling the 100+ projects that IT are leading on. This combined with the digitalization of patient flow, letters, and general communications has had a significant impact on the Trust.

West Middlesex University Hospital NHS TrustDeputy Director of ICT (Reporting to Finance director) 2013 – 2021West Middlesex University Hospital is an NHS Acute teaching Hospital, with a budget of over £155 million, 1850 staff, and 400 beds. Having done a 6 weeks consultation with board, execs, managers, and key personnel created the IT strategy covering the short, medium and long term. Then focused on the short term IT strategy to deliver a challenging programme of work which includes:-• Full responsibility for a capital programme of just over £1.5 million per year.• Full responsibility for the 32 permanent staff, and 7 contract staff.• Moved 1350 workstations to windows 7 and Office 2010, including replacing 550 PCs. Upgraded the core of the network, and replaced a third of the satellite hubs.• Delivered £1,500,000 worth of CQUINS, improving patient care.• Replaced the phone system (PABX) and implemented VOIP, and Video conferencing.• Significant focus on IG within the trust.• Developed a comprehensive computer based training suite, to ensure all staff have, and understand appropriate trainings for Info Governance, and usage of key applications.• Implemented a discharge summary application, and improved usage of order comms.• Implemented a data warehouse, & started a user self service portal for info requests. • Implemented an ITIL based IT function with appropriate software, & SLAs/KPIs

Cambridgeshire Community Care (CCS) is the provisioning arm of Cambridgeshire PCT. It employs approx 2500 staff. It was the first Community Care to get trust status. My role at CCS was to ensure that the IT Strategy is developed and implemented to support the fast changing business environment. I am working with Outsourced support services to ensure that the services provided meet CCS requirements. I was responsible for merging the it services of 3 seperate trusts that were "merged" into ccs. Over 1000 toughbooks were sucessfully roled out contributing to the closure of 3 sites with a financial saving of 2.5 million pounds. I also instigated the launch of a major digital pen pilot fpr district nurses which resulted in 50,000 records to be collected in 9 months. The jouney towards a data warehouse was started focusing on the automation of reporting Along with many other IT projects.

I was brought in as an independent IT consultant to do an IT review, this review has looked at IT from the Trusts view point. The report has highlighted a number of areas that need significant change. I am now working with the trust at a senior level to implement improved service management, and strong project management. The PMO is responsible for the effective communication of how IT projects are performing within the trust.

I am responsible for both technical teams, and administrative teams within The Global Draw. I have responsibility for standadisation of projects within the company, along with IT stratergy, liciening, and product support.

• Implemented and ran global strategy plans for both MIS and external support • Full responsibility for a forward thinking MIS department.• Instigated numerous systems to increase efficiency, and minimise expenditure, including CRM, VoIP, Virtual servers, systems integration, Microsoft front end systems (Including exchange), and Unix based back end systems.• Implemented a 24*7 global customer support team from scratch supporting Telco companies for SurfKitchens leading edge software product. • Created, monitored and maintained tight SLAs to meet the demanding requirements of the Telco industry, as well as internal customers.• Realised a support, training, and testing team with a target turnover of over $1 million, and a profit margin of over 50%• Documented, created, monitored and improved procedures to maintain maximum efficiencies.• Championed the need to standardise procedures across the organisation, ready for ISO certification.

My responsibilities grew to full responsibilities for the following teams. • Technical Support Department• Customer Service team• Technical Training Department• R and D Department • Returns Department• Siebel Development Team My responsibilities for the stated departments involved:• Determined effective staffing levels, & recruited suitable candidates, to fulfil departments requirements• Set monitored, & maintained ambitious SLA’s for both internal & external services• Ensured that training and tools were in place so the expectation of the customer was often exceeded.• Controlled budgets, salary levels, expenses, and outgoings, to make sure the service offered was cost effective, efficient, and customer focused.• Project managed the Global Siebel Customer relationship Database (CRM).

Global Draw Supplies, Maintains, and Repairs 9000 Fixed Odds Betting terminals to 3000 betting shops. The company employs 300 staff. The HQ is based in the West London, and there are Satellite offices in Wolverhampton, Austria, and Australia. The company turns over £8 Billion, and is extremely profitable • Turned around a failing IT Department by implementing comprehensive processes, procedures, and infrastructure changes.• Simultaneously ran multiple projects including• New CRM System for Helpdesk, mobile workforce, & stock Management(Microsoft Navision).• Upgraded the Oracle database, dealing with over 2 million customer transactions a day.• Instigated, ran, & acted on a Software review leading to appropriate software changes.• Instigated, ran, & acted on a Hardware review leading to appropriate infrastructure changes.• Designed and implemented a DR and continuity plan for key systems and personnel.• Ran the UK IT Sarbanes Oxley (SOX) Compliance, and the European ISO 9000 Certification.• Implemented structured project management, effective processes & consistent documentation. • Delivered the IT transformation by working with the Board, Managers, and Key personnel.

• Trained, monitored, and updated 5 staff to support all Intel networking products• Co-ordinated all outstanding technical issues for European networking products• Offered Technical Support in English and German for Intel’s networking products