- Leadership role over cross-functional, hybrid team working in the Professional Services (Global Legal and Financial Services). - Led IT Product Management Centre of Excellence, designing how the key features provided by various products interact to align with strategic goals. Introduced key assets including Product Roadmaps, Lean Canvas and Objective Key Results (OKRs).- Works closely with Product vendors including Customer Success teams to determine industry trends and exploit features of existing assessments. - Engagement with project sponsors and stakeholders including Equity Partners, Heads of Office, Partners, Practice Leads, Professional Support Lawyers, Director of Information Services to establish Strategic Goals.- Working closely with Professional Support and Information Services teams to build Knowledge Management solution. Task involved developing metadata structure and defining taxonomies alongside information cleansing, launch screen design and search configuration. - Worked with Chief Risk Officer to develop the Client Data Separation (Ethical Walls) Business Strategy to guide the deployment of Information Barriers. - Migrated several on-premise solutions to Cloud offerings (including Document Management and Intranet). - Provided direction on the development of API services to utilise Cloud Services.- Chairs the monthly Project Prioritisation Governance Board for the Legal Business line. Board consists of 10 Senior Business leaders including Chief Officers and Partners. - Sets Legal portfolio IT Investment plan for future years, forecasting budgets and mapping product requirements to development projects.

- Leadership role working in the Professional Services (Legal and Financial Services). - Role directs development of global systems such as document management (using iManage FileSite), Internal Communications (using SharePoint Online SPO), Matters Management (using LexisNexus InterAction), contract composition (using Contract Express), Client Data Separation (creating information barriers using Intapp Walls) and HR systems (using the HCM product).- Created of the Enterprise Applications team (about 15 team members based in the UK and Cayman Islands).- Delivered Client Data Separation Project using the Intapp Walls ethical information barriers.- Upgraded Organisation wide (over 2600 users) Intranet to SharePoint Online. - Delivered project to introduce 'Low-Code' Legal Document Automation software to deliver point solutions and improve the process for new entity formations. - Chairs the monthly Project Prioritisation Board for the Legal Business line. Board consists of 10 Senior Business leaders including Chief Officers and Partners. - Led working group to redesign Leeds Offices to respond to the change to Hybrid working.- Engagement with project sponsors and stakeholders including Equity Partners, Heads of Office, Partners, Practice Leads, Professional Support Lawyers, Director of Information Services.

- Supporting the implementation of a system upgrade for the advised sales process. - Leading liaison activity with network members to support business change. - Undertaking business readiness work and optimising processes to improve customer experience.

- Responsible for oversight and governance of a 5 year Process Improvement, Operational Excellence & Robotic Automation organisation-wide programme of activity planned to deliver significant 5 year benefits (in excess of £30M).- Led programme governance activity including monthly steering group pack compilation with Director level attendees and provided regular reports to governance forums (such as the Investment & Change Committee and the Benefits Realisation Forum). - Responsible for leading a team of 12 Process Improvement Consultants and Analysts working from 4 different sites (Leeds, Bradford, Cheltenham and Peterborough). - Developed a benefit realisation strategy and worked with Lead Operational Excellence Consultants, Benefits Owners and Finance business partners to agree appropriate allocation of benefits and demonstrate realisation.

- Works to serve the board and support the portfolio by providing an assured view of all Change. - Guided and supported Senior Leadership Sponsors in the creation of the Strategic Initiatives Board Plan and Presentation (a £300M+ Transformation Programme over 5 years) in particular the case for re-engineering and pre-requisite activities (Transform to Transform).- After the Strategic Initiatives had been approved by the Board worked with Sponsors, Change Delivery, Finance and 3rd Party Partners (Capgemini and KPMG) to submit Investment Appraisal papers to the Change Board (official sub-committee of the Board with an Executive panel) for funding approval.- Developed and executed the approach for a portfolio wide Business Case refresh with executive team challenge sessions. Worked with Finance and Enterprise Portfolio Management Office to provide a portfolio wide view (of both costs and benefits).- Assisted in the development of the Change Board investment request process to meet the increased demands and complexity introduced by the Strategic Initiatives.- Worked with CIO, Finance director and industry experts to create the strategy to embed an improved Benefits Management Strategy using the APMG Managing Benefits framework.

- Owns the on-going relationship between IT and influential Senior Managers to define the IT required to shape future growth and development.- Manages internal relationships between Customer Services and Corporate Development Functional areas in the project pre-initiation phase of the change life-cycle. - Built business cases and high level benefit and cost estimations to guide sponsors' submission to the change governance processes. Business cases delivered include BPM and SOA software, Securitisation and Telephone Transactions.- Performed high level planning activity to identify co-dependent tasks, risks, solutions, costs and synergy estimates for integration activity with acquired and merged brands such as Egg, Chelsea and Norwich and Peterborough Building Societies. Supported the creation of Business Cases for streams of the Chelsea Building Society Integration- Formulated the business drivers section of IT strategy linking them to strategic priorities and support CIO in associated board presentations.- Manages supplier relationships to introduce new products and advise on industry best practice. Suppliers include Oracle, HP and Avaya. Implemented small projects, proof of concept and pilots.- Created and co-ordinated Request for Procurement (RFP) activity for new services and products.

- Led a team of 13 members of staff to maintain and enhance the savings systems for over 2 million customers. - Managed the cost centre budget of £400k per annum.- Live Support and Incident Management: This involved supporting the Yorkshire Building Society - Group and B2B operations in dealing with problems to SLAs and working with IS to solve problems.Co-ordination and execution of Request for Change (RFC) specification and testing. - Managed and maintained operation systems such as Capitalisation, Rate Change and Annual Statement Product, the AGM mailing and annual HMRC reporting.- Managed subject matter experts for project testing and specification input. - Managed a team undertaking operational activity to monitor, identify and cleanse data quality issues.- Undertook recruitment duties and developed team members. - Performed crisis management to deal with unforeseen events and challenges.

Worked with senior managers to use ‘systems thinking’ process improvement methodology to innovate and drive break-through ways of working, and modernise administrative teams to gain operational efficiencies.

Provided leadership for a team of 17 to successfully deliver a new transactional system used to manage over £1Bn in customer funds for offshore subsidiary, Yorkshire Guernsey Limited (YGL).

Undertook business analysis and then development of Oracle Forms and PL/SQL procedures for Savings an Share Plans products.

Worked for the Oracle Energy Downstream division developing MI solutions for large clients such as BP.