Providing on demand consultancy services specialising in transformational change to help organisations understand how to improve the use of operational services with modern, cloud based IT systems as key enablers to move businesses forward to meet future targets of standardisation, improved revenue and reduced running costs. A few of the recent successes include:Ylem Energy is an international organisation based in Manchester providing state-of-the-art power generation and energy storage systems providing peak energy for local grids as well as helping customer sites with their move to net zero operational services. • Run workshops and drive discovery and design of dashboard management services • Define and negotiate contract for services • Manage the end to end program delivery between partner organisationsThe Community Grocery (part of The Message Trust) providing small grocery shops to bridge the gaps between food banks and local shops in the most deprived areas across the UK • Established and delivered operational processes for the daily running of a small grocery shop • Developed IT strategies and delivered app based solutions to manage members and reporting • Developed logistic processes enabling the warehousing and delivery of food to shops • Working with central finance to build processes for daily cash management and reporting • Sourcing, development and delivery of SaaS based simplified Warehouse Management System Working with local churches • Created automated operating model, significantly reducing volunteer time constraints • Structured and implemented CRM system to deliver people & event management services • Implemented new cloud based finance system with fully documented operational processes • Designed and delivered network infrastructure to support large scale events based services

Reporting to Program Director, with direct relationships to CIO's across 4 business units, responsible for the delivery of centralised Infrastructure services to deliver final stages of £400m replacement payments platform (bPaid) for Barclaycard Merchant Services following three years of failed attempts:• Established 24x7 development and test services within 30 days with new restructuring strategy • Reduced test cycle times by 60% by developing new cross team roles and responsibilities• Enabled live migration progression by overcame three separate blockers: ~ Critical batch process time reduced to meet regulated SLA with daily cross-team workshops ~ Reduced response time from 5 mins to 12 secs for customer support team system access ~ Daily settlement reports delivered within SLA using automation tools to generate data

Reporting to Group CIO responsible for the Debt Management business:• Restructure business processes in 4 months to move to digital, omni-channel service• Developed & delivered RFP to deliver automated ERP solutions to meet new process objectives• Built 3-month delivery process by restructure and alignment of teams under agile structure• Delivered contact strategy in 3 months to meet requirements for regulation of Debt Business

Reporting to Group Head of Transformation and Change:• Saved £28m and 18 months delivery on the merge of 2 savings platforms through revised out-sourced cloud based strategy• Delivered £15m, board level sign off of 2 phased approach to meet executive requirement to reduce capital spend in 2016

Senior IT Manager for Retail Products, Marketing and Corporate Banking while reporting to Head of IT, successfully delivered:• Annual savings of £9m with strategic delivery of mix of in-house and outsourced service model• Saved £1.2m by leading new design and development of rewards based current account• Reduced delivery from 18 to 12 months, protecting £4.2bn of liquidity assets, through redesign of merge of two savings back book systems into one• Saved 12.8% (£4.5m) and reduced delivery SLA from 18 to 12 months through supplier negotiations

Responsible for the transformation of the risk and data technologies department, developing Operating Model to support new organisation across 3 disparate business units, including team restructure of 250 globally, with all relative HR and union discussions. In addition, delivered proof of concept valued at £1.5m delivering reduced time scales of data models from 12 months to 4 weeks, saving £8m year on contract staff.

Responsible for all Middleware Application change programs across Barclays Group, improving the delivery capability by 25% in the first year alone. Developed Target Operating Model for Barclays Group technology team integration across 8 business units, reducing project delivery from 9 months to 5 weeks, enabling work force reduction of 27%, including off-shore resource model supporting rapid project delivery saving £8m in first year

Responsible for centralised data warehouse and analytics environments used in the delivery of business and regulatory reporting across the global organisation with derived benefits in excess of £400m per year and increased marketing revenues in excess of a further £50m. Led the design of a new global support team structure, coupled with a new work load management system, improving customer service by 70% in first year, avoiding £10m's fines for late delivery of daily regulatory reports. In addition, designed complete infrastructure refresh program, including delivery of high availability services, with relocation of equipment to Africa delivering 40% increase in capacity, avoiding capital spend of £3m.

Reporting to the Managing Director for Test & Diagnostics services, responsible for the telephone line testing services and infrastructure used across 5.5k telephone exchanges, by 19k engineers, as well as supporting 400 communication providers to provision and repair 30 million phone lines across the UK. With the leadership of 125+ development resources, successfully drove improvements across the applications and infrastructure to bring line testing time scales down from over 3 minutes to 45 seconds. This is critical to the overall SLA's established by the regulator to ensure all phone and broadband resellers have the level of service required to meet their customer needs. Initially recruited as Operational Support Manager, drove end to end availability of systems from 86% to 97% and reducing head count to manage services reducing annual costs by £300k. Through further negotiations with suppliers, improved delivery times to exchange support services to days where previously six weeks minimum was required as well as cost avoidance of £1.1m in the first year alone. With a continued commitment to service and cost, identified internal call centre with specialist skills that was being decommissioned and successfully moved support services in-house increasing Percentage of Calls Answered (PCA) from 56% to 91% in two months, eliminating managed service contract of £800k/yr, no additional head count required, and avoidance of £450k of additional FTE required for traditional service.

With the success of EMEA shared services delivery, promoted further to support the global organisation as part of a corporate decision to divest the specialty packaging business. My role was to take responsibility for the strategic direction and target operating model to be used in the new $0.75m global specialty packaging division. This included all IT processes from the mail collaboration system to the ERP environments, as well as negotiation of global contracts with key vendors to support the new business. I successfully established and delivered standards for the new organisation without disrupting either business, delivering a minimum of $40m added value with the early delivery of the program and providing the key interface into the investment equity leadership team leading to the program completing ahead of schedule.

Following the successful delivery of improved services in the UK, promoted to organise the delivery of new centralised EMEA shared services function. With he primary goal to drive down costs and increase EBITDA to become more competitive within the market, led the design and delivery of a central data centre located in the UK, centralisation of the ERP systems into this single platform, successfully reducing the operational costs in excess of £3m per year while avoiding £15m in capital and a further £1.2m contract exposure due to poor performance from a communications provider.

Initially taking responsibility for the UK strategy and delivery of IT services across a Jiffy Packaging Co Ltd, a UK manufacturing and distribution company, led the drive to move the organisation through the transformation of traditional processes to automation including a of shop floor data capture system enabling the delivery of a 24 x 7 operation, with Just in Time (JIT) delivery of goods and services reducing inventory by £2.1m.

Served as part of the board of directors at Jiffy Packaging Co Ltd providing technical strategy and direction to the manufacturing, logistics and transport services across the UK businesses.

Self employed Technical Consultant & Trainer with various assignments across UK

Working with an international mission organisation, supported the delivery and upgrades of computer systems across Zambia, Zimbabwe and South Africa. During my final 6 months, working from the International Headquarters in the UK, helped with the strategic merge of two missions organisations.

Strategically designed and delivered the first typesetting and colour pre-press services in Northwest of the US at the regions largest printing company before supporting the delivery of the new service to the Advertising community