Leading the transformation and optimisation of day-to-day operations, ensuring alignment with the company's strategic objectives. Drive operational efficiency, scalability, and deliver high-quality customer experiences through cross-functional collaboration.Key responsibilities include:• Overseeing the successful delivery of software solutions by leading cross-functional teams and managing product deployment cycles.• Implementing governance models and operational frameworks that enhance predictability, quality, and operational performance across projects.• Standardising processes, streamlining workflows, and improving customer support functions to increase client satisfaction and retention.• Collaborating with the executive team to shape the company’s long-term growth strategy, with a focus on optimising costs, scaling operations, and driving innovation.• Embedding a culture of continuous improvement and data-driven decision-making to ensure the organisation’s adaptability and sustained business growth.

Successfully launched and scaled Cantium Business Solutions, driving double-digit growth within the first three years through a combination of digital transformation and operational restructuring. Led key transformation initiatives that enabled the company to achieve significant growth, operational efficiency, and market leadership in resilient IT services.Key achievements include:• Developed and implemented an optimized service delivery function that enhanced scalability and efficiency across all departments.• Spearheaded the creation of a comprehensive cybersecurity proposition, positioning Cantium as a leader in secure IT services.• Led a major organizational transformation, building a high-performing leadership team and fostering a customer-centric culture focused on delivering connected and insight-driven solutions.• Streamlined IT, HR, and Finance back-office functions, delivering enterprise solutions to over 1,100 clients, which improved operational performance and customer satisfaction.• Secured strategic partnerships, attracted investment, and implemented advanced technologies to enhance service delivery.• Achieved ISO 9001, 14001, and 27001 certifications, reinforcing the company’s commitment to quality, security, and sustainability.

As Community Chairman Mark was responsible for setting the vision and direction for the football development for over 400 young people with an age range of 7 – 18 years old. Mark Chairs the Executive Committee and is responsible for the scrutiny and oversight in the delivery of the youth development plan and financial controls that ensure that the annual £150k budget is managed effectively and within the agreed governance protocolsMark has provides guidance and oversight that has seen the introduction of robust financial controls, centralised purchasing and an increased use in technology to support the development of the 50 plus coaches and 400 players within the organisation.

Led the transition of the Business Services Centre (BSC) into Cantium Business Solutions, a Local Authority Trading Company (LATCo) with a £30m annual turnover and 500 professionals delivering HR, ICT, and Finance services. Developed a comprehensive business case for transformation and implemented a strategic vision, driving significant growth and operational efficiency.Key achievements include:• • Achieved 22% cost-saving through operational optimization.• Built a commercially focused leadership team and secured new business across various sectors.• Formed strategic partnerships to enhance service delivery and ensure long-term business sustainability.

Accountable for the efficient and profitable delivery of the company’s operating model and services supply chain. Responsibilities included developing and implementing the Target Operating Model (TOM) and leading transformation initiatives across the business. I successfully embedded a new service management process. Drove operational efficiency and profitability, achieving a 20% improvement ensuring alignment with client Service Level Agreements (SLAs) and operational objectives.

As Chief Operating Officer, I oversaw the spending of the Capita operating budget and was accountable for the efficient & profitability of our supply chain. I was also responsible for the development of the target operating model (TOM) & driving positive change across the business through the delivery of new service management processes. Throughout my time working with Capita, I successfully implemented numerous projects. Key elements of my role Supply Chain Management – Implementing a robust supply chain that is underpinned by service agreements in alignment with the client's service level needs.Service Performance – Established a set of measures and metrics which could be understood by all stakeholders. This was achieved through a clearly defined dashboard, giving service performance results based on the client's priorities.Operational Risk Management – Actively managing risk across the business by building a risk management strategy into the day to day service delivery activity.Workforce Planning – Categorising all 1000 full-time employees into job families and introducing clear paths for all areas of the business. As part of this, a recruitment and retention strategy was developed for the company. This allowed us to attract and retain the best individuals to the organisation. Demand Management – Develop a transparent process to understand the service demand for the sales pipeline, client service roadmap & sector challenges. Through the implementation of this process, the business was able to set up new services effectively & with speed.

Led strategic client engagements focused on driving business transformation and operational improvements. Collaborated with senior stakeholders to design and implement solutions in areas such as digital transformation, process optimization, and organizational change. Developed and executed strategies that enhanced efficiency, profitability, and scalability for clients across various industries. Successfully managed multi-disciplinary teams, delivering projects on time and within budget, while ensuring stakeholder alignment and smooth adoption of new processes. Key responsibilities included business process improvement, change management, and providing thought leadership on emerging market trends and technologies.

In this role, I was responsible for leading a team of 120 highly skilled IT professionals across multiple disciplines such as Cloud Integration, VoIP and IT Security. As a collective, we aimed to continually improve and develop the IT infrastructure of Kent County Council (KCC) using the latest technology and software. Throughout my eight years in this role, I worked closely and advised various members of the Kent County Council (KCC) team, including the Chief Executive and Members. Through the success of my team’s work, we were requested to extend our skill-set & knowledge out with KCC to various public sector organisation across the South East of the UK. In-doing so we managed various IT service transformation improvement projects which improved the efficiency of the public sector organisation involved. I had direct input into the following: · Performance Management of 3rd Party Service Contracts · Development of IT Advisory & Integration Services · Integration of KCC IT Services to other public sector organisations · Management of IT Departmental Budget

In my role as Change Manager at Thales, I was responsible for the robust management Client IT Infrastructures through the management of an effective change management service. This role involved engagement with senior business customers to communicate and agree on key changes. I also Chaired the Change Advisory Board that ensured all proposed changes were assessed and the risk and impact of the change was understood and safely implemented.I also provided IT Service Management (ITIL) consultancy to European Clients including Iveco in Turin where I worked with the IT team to develop a robust Service Management operating model.

As the Change Manager for EDF, I oversaw a team who managed the IT support for 10,000 users across the UK. Together we put in place effective controls which in turn supported the management and delivery of operational change within the business. Through the implementation of these changes, EDF was able to improve efficiency and manage a robust ICT Infrastructure and in turn, the customer experience.