I was approached by Hewlett Packard Enterprise as they needed a strong BURA consultant to join their International Expertise Team covering EMEA. In this role, it was required to be engaged in projects that were complex in nature and covered multiple geographies, where regional/country specific resources were not appropriate or skilled. This market just did not materialise for HPE and as such I moved my focus from BURA to Software Defined. With the partnership forming between HPE and Scality, I became the EMEA delivery lead for SDS. I am responsible for all delivery aspects of SDS within HPE at the EMEA level. I identify opportunities and risk with technology in this space. I was responsible for developing the training programme for delivering Scality solutions, and then delivering this training to our Delivery consultants across EMEA. I work closely with other business units across EMEA, including Sales and Pursuit, whilst still maintaining the delivery role for first installations of new technologies, identifying potential areas of improvement and defining the Deployment guides for all delivery across EMEA.

Initially joined EMC UK Ltd in their professional services organisation, but quickly took on a role with one of EMC's Storage Managed Services largest European accounts as lead Technical Design Authority. Although my role was to drive change in the organisation, due to a mis-sold solution, which was proving not fit for purpose, I was mostly engaged in critical resolution activities. Before my arrival on the account, the customer was understandably furious with the situation, and meetings where confrontational, and frequently escalated to Director level in EMC, several times involving the CEO. Once I had joined the team, I engaged with the customer. Having the ability to not only understand the customers frustration, but to empathise, show understanding, but more importantly to develop a plan for resolution. Escalations decreased significantly, engagements became collaborative instead of confrontational, and we were able to resolve the issues to the customers satisfaction. Due to my success in this role, EMC promoted me to a Global role, as part of a team, created specifically to ensure, lessons learned from this engagement where rolled up into the Global Storage Managed Services Organisation, and to develop processes and procedures for better management of SMS accounts. Organisational change saw my role obsoleted, and I took on the role of Service Account Manager for a large UK bank. During this time, I was the single point of contact for the Bank, with all service related issues and management. From ensuring upgrades to their estate where planned and managed, ensuring inventory of their estate was complete to being involved in all P1 events, and working with the customer to ensure these were resolved swiftly and ensuring they were appraised of the situation at all times.

Reuters was one of my customers when I worked at Sequent Computer Systems. When they found out I was looking for a new position, I was approached by Reuters and asked to consider joining them. As a proven technical resource, and knowing their environment very well, I was offered the position of the Team Leader for their Unix systems team. I grew this team and quickly proved myself as a strong leader, influencer and trusted advisor to my internal customers. This led to my promotion to Internal Systems Manager, where I was responsible for leading and managing the teams responsible for the management of all Reuters internal systems. These teams where specialists in their field and included, Windows System Admin Teams, Teams of DBA's, Unix System teams, System Integrators and developers. As an organisation, technology was focussed on Islands, borne mostly from budget organisation and business unit isolation. As such a new group was formed and I was asked to take on a Global position to develop and drive the adoption of SAN technology within the company. In this role, not only was I responsible for developing the solutions, but was personally responsible for delivering the first Datacentre roll-outs in each region. I successfully rolled out and implemented 2 state of the art Datacentres, 1 in St Louis (MI), and the other in Singapore. Both are, to this day, Thompson/Reuters flagship Datacenters

As a Professional Services Consultant, it was my responsibility to engage in customer projects, deliver workshops around requirements and translated business goals, feature concepts and customer needs into prioritised product requirements and use cases. I conducted these engagements across Europe, gaining experience of the cultural differences and regulatory challenges in a time where there was significant squeeze on budgets due to the dotcom bubble burst. It was my aim, during all of my engagements to ensure the Customer was the focus of everything I did. Often times at odds to the sales teams who's primary goal was to sell more product, It was always my goal to ensure the customer was the priority. This resulted in many instances where I was specifically requested by customers to lead subsequent engagements. The organisation was purchased by IBM in 2001 and I reluctantly had to find alternative employment

Having left the service, I joined KPMG as a Unix systems administrator. During my time at my previous employer, I had shown aptitude and preference for Information Technology, therefore this was an initial step into this industry. In this position, I quickly became the go-to resource for management and administration of the companies’ enterprise Sequent computer systems. I built a strong partnership with the vendor, being consulted several times on technical issues, several of which resulted in changes to the code. After 6 months, I was approached by the vendor and offered a position within their consulting organisation

Having joined as a trainee apprentice, I attended the Royal Navy's school of Weapons Engineering and attained a Higher National Certificate in Electrical & Electronic Engineering. I was posted to several ships and shore establishments during my career, including responsibility for maintaining the newest ship borne point defence missile system (Seawolf) onboard the Royal Navy's newest Ships. I received commendations for 2 recommendations which resulted in material changes to the performance of the weapons system and reduced maintenance costs across the fleet. In recognition of my performance and aptitude, I was posted to the cross service, Directorate of Communications and Information Systems, where I was tasked with leading the transition of the tri-service transformation from a paper based maintenance management system to a computerised system.