Heading up programme delivery and technology assurance for HMG across multiple UK agency stakeholders and other international organisations.

Undisclosed

Requested by the board of trustees to assist in shaping the strategic direction of this wonderful charity with regard to IT enablement. An on-going engagement to ensure that through technology the charity will continue to deliver and improve the services it provides.

Advising on the development of technology services for this independent service to The Methodist Church that manages finances, trust management, investment and the UK property portfolio. Ensuring that this brilliant organisation ls the best it can be through technology enablement.

Creating innovative technology procurement solutions and applications pan-public sector. Driving innovative change and allowing best value access for organisations to transform through technology

Advising on options for technology-led efficiency for the regional forces to meet local and national strategic drivers. Recommending deeper collaboration and a route map for technology consolidation

Elected to lead the national policing technology agenda. Advise National Police Chiefs’ Council, Home Office and other government organisations, creating national policing solutions and coalescing forces and agencies on to a a shared national capability - NEP

Brought in to to create a set of specialist strategic programmes to consolidate Surrey and sussex police technology, including synergies with Thames Valley Police and Hampshire Constabulary, and Kent Police. Took on the role of CIO and delivered scalable and secure infrastructure for the forces, managing a total budget of £50m+

Working with a consortium of NHS trusts and their shared supplier to understand the failings of a £12m per annum radiology and patient records integration platform that had failed to meet the needs of the trusts. Deep-dive and complex analysis of contract terms, performance, liabilities, direct and implied responsibilities. Working to broker a mutually satisfactory outcome to meet obligations to the contract, efficiency to the public purse and to ensure maximum patient benefit.

Delved and planned programme of work to deliver the successful exit of a significant Unitary Authority from an ICT managed services provision of £35m. Created and delivered long-overdue exit plans to lead the Authority out of the MSP and into a newly-architected shared services and insourcing model.

Post acquisition role charged will pulling together a sustainable and achievable ICT strategy, leading the organisation, across its internal divisions, to a flexible cohort of fit-for-purpose platforms in the shortest time to whilst exceeding client expectations.

Board-level position to remediate a decade of technology underinvestment and to set a new architecture, organisational structure and process management to increase client and customer service experience, set a sustainable strategy and increase revenues.

Converging disparate on to established best practice processes and standards and initiating the implementation of the pre-purchased Service Management Toolset to underpin service improvement, for staff and students.

Advising on the suitability and selection of technology partners to form that component of the ~Buildings Schools for the Future investment programme.

Engaged to Exit ECC from a long-standing, extremely costly dispute with its technology Services Provider. £235k/month in legal both sides were brought to a halt and ECC received a £5m write-back at successful conclusion of the action, based upon my empirical case studies and subsequent negotiotions.

Delivering strategic headcount reduction, a new centralised and focused Procurement and Contracts Management function, and to deliver specific projects to equip the new service with the systems and processes to effectively manage an almost wholly outsourced portfolio of services of this London Borough.

Working to the Director General and chairing the Group Programme Board.Held a seat on the board of the Institute of Leadership and Management.Responsible for oversight and quality assurance of all group-wide projects; ensuring governance and compliance.Created a centralised Programme Manasgement Office and implemented quality standards.

Working to the CIO and sitting on the Parliamentary ICT Management Board.signed and delivered a fit-for-purpose ICT service. Leading engagement with HR and unions to negotiate changes in terms and service.Created the first bicameral service across The lords and The commons, and led the cultural change across their departments to engage with and embrace the service.Designed and implemented the subsequent n Programme once Royal Assent had been granted.Delivering continuous improvement in processes, technology platforms, business scope and services, including Disaster Recovery and Business Continuity Planning.

Working with the CIO to deliver strategic advice and guidance toCouncil Directors and the Deputy Chief Executive to inform directorate strategies.Leading on the delivery of specific, critical programmes and projects where the successful outcome depended heavily on the introduction of new systems and services.

Strategically responsible for more than 260 information systems across the entirety of the City Council.Creating Best Value Performance mechanisms, and delivering the council’s Comprehensive Performace Assessment.Delivering projects of improvement across all facets of service, including new infrastructure and services to create a Childrens’ Trust, and sitting on the National Board for Older Peoples’ Care for the Connecting For Health programme.

Reporting to the Global CIM Vice President, responsible for working with new business development teams in Amex and directly with partner organisations internationally to integrate data to measure product performance, and to identify new market opportunities.

Reporting to the Global CIM Vice President, responsible for working with new business development teams across EMEA to create validated data models to inform new products and services.Working internationally on partnership organisation sites to understand information requirements, prepare technical specifications and deliver information projects.

RSA Corporate Partnership Division as the in-house Information Consultant providing a single point of liaison for major partners organisations to grow their RSA product lines according to strategic plans, such as HSBC, Barclays etc