IT Strategy review industrial supplies sector - I led the team to review the IT operating model, application and infrastructure strategies of this large company. A highly fragmented IT organisation was an inhibitor to the next phase of growth for the company. The review delivered the road map and business case for the new operating model, application and infrastructure strategies and a new sourcing strategy to drive benefits.IT Operating model strategy infrastructure services provider - The CIO requested insights into potential future operating models. I undertook the review, recommending a two-stage multi-year change approach. This recognised that to achieve the target DevOps state required the buy-in of the business.

Global energy and utilities company – Responsible to the Programme Sponsor for the delivery of the programme to migrate global network and user services to new provider. The programme benefits were €92M over 5 years and it won Best International Project 2018 at the Global Sourcing Association awards.Wholesale and Retailer – As Interim Head of IT I was responsible to the CFO. Following a strategic review of their IT capabilities, I aligned the incumbent IT management team to the designed target operating model, assessed skills and capability gaps between the current and target states and built the case for recruitment into key posts, including a new IT Director.Technical Debt review Financial Services sector - A strategic review of the client’s IT operation identified a significant issue with the technical debt of their IT infrastructure. Reporting to the IT Director, I led the team to develop a prioritised asset investment programme.Closure of UK IT Operations Pharmaceutical Sector - I was responsible to the Global Head of Service Delivery for the closure of the UK IT function following a strategic change of business operations. Delivered the closure to very tight timescales, ensured alignment with HR and Facilities and supported business operation until last day. Built lasting relationships with the IT team, through recognising the difficult personal situations they were in, migrated residual IT functions to other regions.

Combined programme and operational leadership role, I had portfolio responsibility across BT Global Services Top 20 contracts. I led a team of 12 (with matrix responsibility for 40+) senior programme and project managers through a culture change to implement continuous improvement. I embedded these new ways of working, leading the team to develop a customer focussed approach to their assignments and improved team organisational health and customer satisfaction metrics.Specialism: PMO, Governance, Continuous Improvement, Managed services

Responsible for BT's energy supply contracts and risk management of >£200m per annum. I led the development of the strategy for BT’s £1bn electricity supply contract beyond March 2016, forecast to deliver £15m of benefit over 5 years; took control of £17m of electricity spend for western European countries, re-negotiating contracts and implementing monthly data gathering and reporting processes and contributed to the development of BT Group strategy on smart grids and taking energy propositions to market.

As a managing consultant I led multi-discipline project teams and developed lasting client consulting relationships in delivery and business development roles. As the key interface between clients and BT I held full contractual accountability for consulting deliverables. As a subject matter expert on business change management within BT’s Business Advisory Service professional community I developed BT’s target operating model for delivering change in local government.

Reporting to the Director of Customer Service, I led the transformation of the division to a programme-based organisation. I had full accountability for £80m p.a. revenue and 140 people, covering business-to-business and business-to-consumer markets.

Accountable for development of commercial policy, price setting and forecasting of c. £450m per annum electricity distribution revenue, I managed a team of 12 analysts. I played a key role in developing and delivering the strategy to secure the optimal outcome from five-yearly negotiations with the electricity regulator Ofgem, including leading the business analysis project team to perform complex scenario modelling and risk assessment.