Fractional CTO supporting start-up and scaling technology businesses: specialist in SaaS, Product development, app dev, networking.* Advising PE backed B2B SaaS on scaling product and engineering team, processes and technology* meshii Wifi - CTO for decentralised Wi-Fi start-up building unique mesh devices and blockchain rewards* myCopilot.ai - COO for start-up building mobile app to help manage internet addiction* Technology expert for M&A Investor Advisory consultancy* Hands on development of mobile / multi-device App using Apple SwiftUI, SwiftData and CloudKit

Lead a high performing team, building an award-winning policy management platform that regulated companies use to efficiently manage regulatory change and prove compliance.- Transforming product engineering and operations to be reliable, predictable and scalable.

* Led IT due diligence of £200m acquisition, including design of integration roadmap bringing together diverse IT architectures with 10% cost saving target* Delivered new Microsoft 365 modern workplace for 5000 employees, migrating 2000 from Google Gsuite Enterprise in 6 months* Led the site Cyber security recovery for £500m customer communications business* Technology review and investment strategy advice for Healthcare Tech startup

Designed and built a SaaS platform enabling enterprises to empower customers to control personal data through mobile integration and allowing GRC and Marketing directors to control and leverage data.- Created a high performing team of seventy in engineering, operations, and product management- Enabled dynamic product releases to meet evolving needs of market and customers by implementing agile software development and a microservice architecture with continuous deployment (CD/CI) DevOps- Built ISO27001 certified operations leveraging scalable and secure infrastructure: UKCloud, AWS, Azure- Acquired and integrated two data science and analytics businesses (professional sports and UK charities) - Continuous research & development into new technology to leverage best in class services

Scottish Widows Insurance division. Recovered the IT delivery for Corporate Pensions transformation program (auto-enrolment).

CIO accountable for end to end IT services for the Capital and Financial Markets business areas.Improved operational efficiency and client satisfaction by 20%+ by stabilising IT operations, reducing incidents and providing transparent communications.Delivered strategic IT investments in Markets business.

Lead a team of over 1000 specialist IT Programme and Project Managers across the UK. Accountable for Project Methods and Processes.

Supporting UK primary schools to gain access to enhanced learning opportunities for primary school aged children by providing each one with a connected XO laptop as part of a sustainable training and support program.

Accountable for 2000 staff delivering business and IT transformation. Led design and implementation of new technology operating model for COO. Improved skill availability and reduced costs by implementing workforce planning, reducing reliance on contractors and accelerated onboarding of offshore managed test service.

I was accountable for end to end IT services for the Institutional Banking and Markets division, including Global Markets, Institutional Equities, Group Treasury and Market Risk Management. Executive member of the Global Markets leadership team, I worked closely with my business colleagues to align technology delivery with business strategy. Strategy – developed a business plan for IT, develop capabilities to drive business growth and respond to changing market circumstances and competitive pressures. Participated in business strategy development. Ensured systems architecture roadmap updated.Cost Efficiency – accountable for a large portfolio of IT systems, improved the cost transparency of IT spend, delivered year on year reduction in operating costsOperational Stability – reduced incidents year on year, improved business continuity arrangements and recovery time objectives Service Delivery – Drive operational stability and cost efficiencies through continuous improvements in service delivery. Maintain a portfolio of applications, including moving application maintenance to strategic technology partners offshore.Project Delivery – introduced Portfolio Review Group to prioritise investment spend, continuous improvement in project management lifecycle processes.Core System Replacement – manage a large strategic programme to replace a variety of legacy FX/MM systems with a modern front to back platform. Relationship Management – excellent relationship building skills, networking across business and technology partners, matrix organisation, strong influencing skillsCharity – supporting OLPC AU to deploy 400,000 laptops to remote primary schools in Australia, provide business mentoring, project management, hands on advice and support

I managed the solution design and delivery of strategic corporate banking systems, including the online business banking platform which was awarded 'Best in Class for Financial Services' and 'Best in Class for Banking' in the 2009 Interactive Media Awards. I led a matrix organised team of 200 direct reports and 400 cross-functional (for example architects, developers, and testers). Shared Strategic Platforms – designed and built shared strategic platforms for the CBA group, including Online Business Banking (CommBiz), replacement corporate FX portal and Commercial Lending origination and customer management.Finest Online – Program managed a significant investment to upgrade key online platforms across the group including retail (NetBank), Business (CommBiz) and Wealth (Firstnet). Won numerous awards and rated by Forrester as market leading platform.Collaboration – built team to delivery internal collaboration services across the group, included replacing Intranet with agile SharePoint platform and rebuilt all external web sites using content management platform.Operational Management – managed the project office and financials for all shared service development teams.

The Group CIO brought together all of the disparate groups that were providing IT across the bank. He asked me to lead a strategic change program for the Enterprise IT organisation focussed on process and culture improvement; including setting up a unique Executive Education program with MIT.Creating the Finest – program managed a strategic behaviour and process change program. It delivered year on year improvements in staff satisfaction, internal customer service and process maturity.MIT Sloan – partnered with MIT Sloan management school to deliver a unique executive education program to 190 high performing IT and business executives.Process Improvement – identified and improved critical IT processes. For example: Governance, PMLC, SDLC, ITIL, and Investment Lifecycle.Change Management – driving adoption of the new behaviours and processes.

This role was responsible for formulating and directing the strategy and business planning for Wealth Management IT. In 2005 I also took on responsibility for the end to end IT systems for the centre functions of Finance, HR and Risk.Gartner CIO forums – developed the research relationship with Gartner and Forrester, participated in Gartner CIO forums and introduced ways to maximise investment in researchAdviser Platform – created a strategic vision for a cross business platform for AdvisersStrategic Vision – introduced process for developing and maintaining strategy plansEnterprise Architecture –Created system target state models with roadmaps for transition steps, these were based on current state system assessments and business strategiesEmerging technologies – introduced teams to emerging technologies and innovationsService Delivery – managed IT application portfolio for Wealth Management centre functions, ie Finance, Risk, HR.

Reporting to the CEO, this new role directed a team whose responsibility was to define, develop and execute the eBusiness Strategy and manage Corporate Projects. This involved balancing the needs of business managers from all departments and negotiating with IT development and third party suppliers.Project Governance – established a process for overseeing all significant projects from inception to delivery. Including introducing a Portfolio Review Group to prioritise and review project investmentsProject Delivery – managed a team that delivered a portfolio of projects such as the Portfolio Trading System (Charles River), an online client look-up facility and a CRM tool.Portfolio Management – day to day operations and maintenance of the eBusiness Services that were developed. These included all Web Sites, Secure Extranet, Corporate Intranet, Document Management, CRM and MIS systems.Strategy – worked with the rest of the Executive Committee to develop new business strategies, such as bringing wrap platforms to the UK. Participated in divestments and reviewing potential acquisitions.Architecture Innovation – Systems Integration vision created a central data store that was leveraged across the business, providing a consistent view of data based on a foundation of reusable technology. This provided significant business efficiencies.

This role as Principal Internet Consultant meant advising a variety of senior executives on their eBusiness strategies and architectures, and delivering a large number of cutting edge eBusiness developments.Strategy – advising multi-national corporates on their eBusiness strategies and systems architectures, advised CTO of .com private bank on their channel strategy (web, mobile, etc), designed the e-business strategy and technical solution set for a technology demonstration centre (best of breed, multi-channel retailer).Solution Delivery – led a team of 50 specialist developers for a .com private client bank start-up, project managed the implementation of the retail eBusiness demo centre including ERP integration (SAP).Business Development – as sector manager I was responsible for building the e-business capability. This included lead generation, proposal development and overseeing delivery.Architecture Innovation – Developed and delivered eBusiness architecture training for the international systems architecture practice.Knowledge Management – advised on the design and build of the eBusiness global knowledge repository, a core element of the international eBusiness practice.Vendor alliances – managed strategic European e-business technology vendor alliances for PwC globally.

Thomas Nelson and Sons is an Educational publishing company, based in the UK. It is part of the Thompson Corporation. I used my understanding of both technology and the traditional book publishing business to support the integration of a newly acquired multimedia division.I assisted in setting up a joint venture company with Yorkshire Television and developed a countrywide education service provision, using the company's multimedia assets.

The company specialised in facilities management and complex software design and development. I performed a variety of IT roles while on secondment to run the IT for an educational publishing company. For example: helpdesk, network administrator, database developer, project manager.