• Accountable for service architecture, technology ownership, service design and introduction, technology run cost modelling, configuration management (CMDB), identity & access management technical change, and the service (ITSM) strategy. Managing 21 FTE and budget.• Accountable for landing hundreds of initiatives across group safely into run from ~£120m p.a. program investments. Assured achieving ~£8m p.a. cost savings from market appraisal, cost modelling & effective governance with zero IT major incidents or compliance failures two years running.• Delivered owned accountabilities for a major strategic partnership estimated to increase GWP 15% and claims volume 40% including TUPE in of ~550 staff within DLG’s motor estate. Hugely successfully, the program won DLG’s Chief Executive Officer “Wildcard Category” Award 2023.• Delivered IT Target Operating Model design (capabilities, services, sourcing, organisation) and assurance for a multi-year exit program moving from single supplier on-premise solution to a multi-vendor cloud first solution.• Leader of a 3-year ITSM service strategy delivering ambitious target outcomes in customer experience, digitisation, automation, AI, cost & value. The successes & innovation propelled DLG to win UK itSMF’s “Team of the Year” Award 2022.• Leader of a C-suite sponsored initiative establishing & embedding technology service ownership across all group technology. Impactful, lasting results won DLG’s CIO “Take Ownership” Award 2022 and a DLG Hero’s “Aim Higher” Award 2022.• Owned and chaired the Service Design Forum and Service Readiness Boards and acted as quorum member of the Architecture Design Authority, ensuring design adequacy and adherence with agreed IT standards and IT expenditure for hundreds of initiatives.• Owned and achieved 100% compliance for eight audited IT controls across technology service ownership, service introduction, configuration management and identity & access management.

• Accountable for service architecture, service design, technology run cost modelling and the service (ITSM) strategy, ensuring technology services meet business needs, operate securely, within budgets and adhere to minimum standards and controls. Managing 7 FTE and budget.• Accountable for several critical assets enabling teams to design secure, operable, and cost-efficient services including a service tiering framework, standard service models, service automation patterns, run cost models, transition frameworks, commercial service requirements and credit regimes.• Delivered DLG’s first ever ITSM service strategy and roadmap for implementation covering key customer journeys and outcomes across all ITSM capabilities. The demonstration of enterprise thinking, problem solving, and collaboration won DLG’s CIO “Do The Right Thing” Award 2021.• Delivered an innovative project digitising and automating service catalogue, release and request capabilities leveraging the NOW Platform and Power Automate. Customer requests fulfilled in 60 seconds of approval and £300k p.a. cost savings won a DLG Hero’s “Aim Higher” Award 2020.• Leader of the impact assessment and adaptations to all ITSM capabilities (people, process, technology, data) for an enterprise-wide product aligned agile transformation. Led quarterly objective and key result setting, embedding guardrails and agile working across Technology Operations teams.• Collaborated to address the most challenging problems including multi-cloud governance, digital operational resilience act (DORA), technology end-of-life remediation, establishing technology taxonomies and inputting to the technology service aspects of many partnership bids and contracts.

• Accountable for overall client engagement with a new global insurance client operating across 5 continents including business case development, sponsorship, mobilisation and delivery from strategy through execution and warranty closure. Managing 19 FTE (incl client) and £2.2m program budget.• Accountable for solving several client problems through a global IT operating model review, service integration and management (SIAM) maturity assessment and global IT service management transformation across multiple customer regions, languages and time-zones over 18-month program.• Delivered an enterprise service portfolio, self-service portal re-launch, service catalogue, workflow automation for request fulfilment, enhanced customer satisfaction reporting, configuration management & CMDB and multi-language support capabilities all leveraging the NOW Platform.• Delivered a service architecture that complements the enterprise architecture, identifying and populating all global technology services and their regional stratification into offerings consumed by the various customer bases and embedded digital, agile ways of working for its maintenance.• Leader of a ‘first of type’ custom application in the NOW Platform used by the client’s global enterprise architecture practice to collaborate across regions. ServiceNow later adopted this as the foundation of the application portfolio management and technology lifecycle management products.• ServiceNow’s post program assessment of the global IT service management transformation scored 10/10, specifically acknowledging contribution to the client’s global IT strategy, customer experience and excellent platform innovations. MOZAIC achieved Bronze Partner shortly thereafter.• Collaborated to create advisory whitepapers and consulting assets leveraged in client conversations and during engagements on various leading topics including digital service management, product aligned operating models, agile and ITSM.

• Accountable for client advisory and relationship management typically at C-Suite -1 level solving client problems and delivering large scale, complex initiatives in IT target operating model, IT cost and value, IT service management and business application development specialties.• Achieved Finalist “Young ITSM Professional of the Year” 2015 following PwC sponsorship into the UK itSMF’s professional service management awards for “individuals under the age of 30 who have demonstrated an outstanding level of achievement, ability, team support and rapid progress”.• Delivered a service architecture and design playbook and training program for a global investment banking client for a new global team specialising in service portfolio management and service design to enable target outcomes of a global IT service management transformation.• Delivered a problem-statement diagnostic assessment, solution roadmap and led subsequent remediation of gaps and weaknesses in the end-to-end technology service models across a complex landscape for a global procurement function managing €10Bn+ spend across 27 operating companies.• Delivered the target blueprint across operating model, service and technical architecture, commercial strategy and transition roadmap for a multi-year exit program from single supplier to multi-vendor solution following cabinet office mandate for a public sector contract with £1bn+ p.a. spend.• Collaborated to deliver several competitive business development proposals. Significant contribution to a global IT function transformation proposal which a new logo telecommunications client described as “Best pedigree and capabilities” won a PwC “Recognition” Award in 2014.• Leader of the technology workstream implementing a net-new business application and governance model including key performance indicators for a new global process deployment across 93 countries for a global pharmaceutical company to close audit failures following ~€500m regulator fines.

• Accountable for client advisory and relationship management typically at C-Suite -1 level solving client problems and delivering large scale, complex initiatives in IT target operating model, IT cost and value, IT service management and business application development specialties.• Leader of the ‘wave 1’ common global process design and implementation for an IT operating model transformation across 5 diverse operating companies in the airline industry targeting key synergies. Direct client feedback in the transformation won a PwC “Recognition” Award in 2013.• Rapid 3-day assessment & diagnostic on behalf of UK CIO presenting back recommendations on scope of in-flight remediation programme for EMEA Region ITIL process & IT operations capability review following external audit compliance failure.• Leader of the configuration management workstream for a UK retail banking client, delivering operating model, process, controls, and technical solution design to address weaknesses and gaps identified by a regulator instigated critical IT process and capability review across 5 ITIL areas.

• Accountable for technology service for a 7-year first of type full IT managed services contract for service desk, application development and maintenance, networking, infrastructure, end user, training, IT procurement and vendor management.• Accountable for delivery of all ITSM capabilities including demand, service design, availability, configuration, change, release, incident, problem, request, service level, hardware and software asset management and management of the associated ITSM and IT operations management tools.• Delivered the service readiness activities ensuring all technical and service operations teams were ready to accept transformed solutions from the client’s legacy state to CSC’s enterprise solutions on-time, in-full and meet service level commitments from day one post transition into service.• Leader of a major multi-day service restoration event following critical failure. Direct feedback from the C-suite in respect to patient orientation and execution of the crisis management plan and subsequent recovery won a CSC Recognising Excellence “Client Excellence” Award in 2011.• Own end-to-end service delivery including business relationship management, demand management, resource capacity and skill planning, vendor management, small projects including 80 days software development per month, upgrade and maintenance scheduling and escalation management.

• Accountable for delivering multiple client projects in the infrastructure, application, and desktop space ensuring client outcomes are achieved to scope, schedule, and budget (revenue and cost) working directly alongside client counterpart project managers. Managing ~£50k to £300k budgets.• Delivered the winning proposal through competitive tender and subsequently managed the implementation of a critical £300k desktop upgrade benefitting thousands of users across 40+ sites in the United Kingdom. The success of this project won additional opportunities worth over £2m.• Delivered the turn-around activities for an application development project utilising service-orientated architecture methodology in the client’s business application domain which at risk of failing to achieve an immovable deadline. The focus was on culture, collaboration, and performance.• Collaborated extensively with the client project manager community on delivery frameworks, good practice, and execution toolkits. Fostering harmonious working relationships and direct impact on pipeline development won a CSC Recognising Excellence “Collaboration” Award in 2010.• Owned all stages of the project lifecycle and experienced competitive tendering processes (official journal of the European union, OJEU), actioned work order creation, order confirmation, change control and benefits tracking with experience delivering projects in a multi-vendor environment.

• Accountable for data generation, analysis and consultation of reports with external auditors for HP’s pilot study in the United Kingdom & Ireland for vendor specific objective evidence (VSOE) proof of fair value across consulting engagements. This enabled £8m+ revenue recognition in FY08.• Delivered outcomes of the UK&I pilot study to the EMEA VSOE steering team and developed the detailed case scenarios used within HP’s world-wide policies. Achieving auditor approval on the UK&I’s pilot study for the EMEA Finance Director won an HP “Excellence” Award in 2008.• Delivered an extensive training program in the UK&I as part of embedding changes to ways of working, processes and tools to continually prove fair value every year. Lasting impact and £8m+ revenue recognition for the UK&I Finance Director won a second HP “Excellence” Award in 2008.• Owned the assurance activities for onboarding new consultancy and integration business into the systems applications and products (SAP) enterprise resource planning system. Valued contributions to presales and support of the FY08 Q1 close won an HP “Excellence” Award in 2007.• Owned the production of management information and conducted analysis on multiple reports in the UK&I Consulting & Integration Engagement Customer Operations department, and; maintained the toolkit of core operational processes, procedures, training and communication materials.