Having progressed my career to the board room from technical roles through to service and wider business management I am uniquely placed to offer a broad range of skills to organisations that are seeking to improve their performance through Digital Transformation, People Development, Customer Engagement and Operational Efficiency and Programme/Project delivery in both waterfall and Agile environments.I deliver significant organisational change by employing a hands-on approach and getting 'stuck in' to get things done.I have an outstanding track record in delivering real business, technology and project performance across a wide range of sectors.

Working with a Private Equity organisation delivering Technical and Operations Due Diligence on a programme of acquisitions in the IT Services sector.

Member of Endava's Technology Advisory Community. The TAC provide industry and technology consulting services to Private Equity and businesses with a particular focus on digital evolution and agile transformation. Engagements included Acting as Programme Director for a Global Credit Card organisation in the development and deployment of Instant payments solutions at national payments infrastructure scale.

Proud to be working with an outstanding provider of housing and care for the people of Bedford. Bringing my technology experience to a truly mission critical environment.Fulfilling the role of 'link director responsible for Information Technology' we have delivered true digital transformation that have proved critical during the Covid crisis

Engaged to transition this Fintech Startup from proof of concept through to Full Operation. Achievements included:Development of Target Operating Model for Launch and Early Operational phases.Refine solution from proof of concept through to commercial propositionDeveloped financial model and investment caseImplemented effective product development agreement with third parties.

A global payments service provider in the Retail, Hospitality and Cruise sectorsManaged the business through two sales whilst maintaining customer and associate confidenceDeveloped and implemented a new operating model for combined businesses.Doubled turnover of business through sales to blue chip global clients.Devised and implemented new reward structures for all associates based on personal performance and personal development whilst preserving P&L performance.Negotiated and implemented successful overseas outsourcing agreement for all systems development delivering reduced timescales and resolving shortage of local skills.Transformed business from a loss making technology focussed organisation into a profitable service focussed enterprise by changing performance metrics to reflect service targets rather than functionality requirements.Created performing and empowered teams to deliver business strategy by developing leadership at all levels and creating a culture of collective responsibility.Led the redesign of technology solutions to deliver operational excellence whilst bringing functionality inline with Regulatory and market requirements.

Helping businesses transform their approach to Leadership, Sales and Service, by acting as a Catalyst.primary assignment was working with Servebase (now PXP Solutions) to work on transforming the customer service offering into a core asset of the business.Immediately offered a permanent COO position which I took up in October 2013 having successfully enabled and re-energised a series of previously blocked transformational initiatives and customer projects.

During this period I established a series of diverse businessesHaving worked with Kerry London Underwriting Agency on an ad-hoc consultancy basis since 2000, extended services to include:Full life cycle development programme for an online Broker system including delivering solutions from quotations, policy inception and document production as well as enabling mid-term alterations and renewals. Implemented turnaround strategies for a portfolio of failing projects including Kerry London/Allianz project providing a portal for the end client as a critical element of commercial agreement. The project was significantly behind schedule and there had been a fundamental breakdown in stakeholder communication. Re-engaged all parties and agreed on-going project plan enabling delivery in line with new timescales, scope and budget.During the sale of PSINet I identified that whilst my technology leadership skills were strong, wanted to widen my skills and experience to incorporate broader business disciplines and satisfy long held entrepreneurial ambitions.Using Daytasure Limited, the limited company that had previously been the vehicle for consulting assignments, created Pelican Printwear. A specialist corporate, team and work wear business.Grew the client base rapidly to incorporate large clients including the NHS, Well & Young’s Brewery as well as a wide range of SME’s, Sports Clubs and public sector bodies. In a price driven market Pelican Printwear differentiated itself on customer service levels backed by innovative technology solutions. In 2010, I sold the Pelican Printwear business to a major customer that specialised in Polo Apparel.

Psinet Europe was created when PSINet sold European operation to new shareholder consortium for £6.5m. At the time of acquisition, turnover was £124m with an original employee headcount of 520 people across Europe. Chief Information/Technology OfficerEngaged as CIO/CTO following the successful delivery of a consultancy assignment to conduct a strategic review for new business owners. Developed and implemented a new operational structure of the pan European business. Implemented strategic review of European Technology Centre services in Switzerland and Pan European Hosting centres across Europe. Formulated operational strategies to increase efficiency including restructure of European Call Centre, pan-European CRM implementation. Established sustainable platform for operational excellence whilst realising savings of £35m per annum. Renegotiated software licenses for all data centres securing £1.5m license from a potential exposure of £10m and transferred to new owners after sale.Devised and embedded internet infrastructure including implementation of new Mail services for in excess of 10,000+ subscribers. System resolved major operational weakness whereby the incumbent system could not be managed effectively and had no resilience. Migration of large client base was a massive undertaking and resulted in improved service delivery and enhanced performance statistics.Contributed as part of the Senior management team that was successful in turning around from circa £20m loss to £11m EBITDA position in two years. In August 2004 PSINet Europe was sold to new investors £62m.Having been extensively involved in the sale process, managed the transition of operations and infrastructure to the new owners.

Clients included :Guardian IT ( Department performance turnaround and ITStrategy development).Insurance broking software house (offshore development project rescue)

Development and implementation of the IS/IT strategy that was capable of supporting the business as it migrated towards E-business service provision. The move into this market place had a major impact on the role of the information technology functions within the business. Whereas their focus was primarily in supporting business activity, the new business model placed their skills and activities firmly in the forefront of the business' market offerings.Tasked with resolving major billing issues within the business and defining and implementing a cohesive MIS and billing strategy for the group. This was achieved against a backdrop of a rapidly growing business, where transaction volumes in the two-year period rose from 5m to 90m per day, and a business model that was at best unclear and in general extremely diverse from market to market.Developed and managed a highly service focussed team that comprised some 75 direct staff based in multiple locations and a number of key relationships with technology and service suppliers.