Responsible for managing and delivering all internal, “below the line” programmes ensuring that they align to a strategic roadmap and operating model.Experienced at managing multidisciplined technical teams with strong quality and customer focus.Attend and contribute to strategic regional architecture meetings for identity management and application services.Manage Service Improvement Plans (SIPs) to overcome issues and risks to business teams coordinating/ managing technical teams and providing the customer interface for DevOps. Provide technical resource cost estimates for project delivery outside of DevOps. Produce monthly KPI reports for SMTAct as DevOps Manager where required to provide leadership support to internal teams.Project managed and successfully delivered first phase of an enterprise deployment of SharePoint 2013 resolving identity management issues using a forest trust between three domains, on premise, for 25K users. Planning for next phase to migrate to a hybrid model using Cloud services for test and pre-production. Engaging with business users to capture requirements and translate them into a technical solution.

Project managed the successfully deployment of an identity management strategy and first phase delivery using ADFS and FIM to allow users in two different forces to access a single platform on premise and in the cloud for applications and services using PRINCE2 and Agile methodology. Project managed the deployment of infrastructure requirements of consolidating two IT Service Desks into one team in one location and the implementation of ITIL processes to service management teams to deliver improvements to the operating model following a department restructure. • Management of highly sensitive and politically complex stakeholder groups • Managing complex cross-disciplined technical teams• Managing external third party technical teams• Delivering a single sign-on AD authentication solution• Clear understanding of the constraints of two geographically sited infrastructure domains to lead architecture teams in the designing of a creative solution• Developed clear business use cases as a defining scope against which designs were made

Provided project management expertise and guidance on a transformational change programme worth £20 million over four years deploying Business intelligence tools for nine NHS Primary Care Trusts in the South of England. Working with two external suppliers, I focused on the strategy of delivering the technical deployment and development of the BI tools. Successfully delivered the migration of an in-house patient analysis service to an external data warehouse, managing information and data governance issues and negotiating with the external supplier the terms of the provision of a similar service to the benefit of the customer.Led software design workshops with internal business clients, external solutions architect and developers to gather requirements for an iterative software design project developing a risk-based patient analysis tool. Leading on the release management, deployment, evaluation, testing and training of each iteration phase in the software development lifecycle using ITIL methodology. Full member of both the Information Governance Board and Data Governance Board to address issue around the use, protection and security of patient identifiable data. Negotiating with GPs in the adoption of data sharing agreements. • Developed a programme-wide communication strategy resolving areas of conflict between client and commercial supplier. • Monitoring commercial supplier performance against programme plan financial milestones recommending payments as appropriate.• Monitoring programme spend against forecast budget providing monthly reports for Board members.• Identifying and managing issues, risks and benefits realisation targets and planning mitigating actions to overcome issues and risks.• Managing project Change Requests from supplier• Management of five direct line reports in project support and administration

Successfully managed the delivery of the of an emergency planning policy to manage hospital patients during a declared pandemic flu outbreak that was accepted by the Trust Board and ratified by the Cabinet Office and Department of Health.The role involved building key relationships with senior clinical and non-clinical managers to overcome barriers in belief that the hospital could successfully manage and treat diagnosed pandemic flu patients alongside non-flu patients whilst achieving DH patient targets.