• Efficient delivery of a multi-million advanced advertising solution to automate the scheduling of airtime to deliver agreed ratings at an agreed cost. • Detailed management of the Discovery Phase with chosen vendors to capture low level business and technical requirements• Objective management, taking into account each business and technical areas' own priorities, of the prioritisation and phasing of customisations required of chosen products in line with the available resources, time and budget• Management of technical integration of Vendor products with existing core NEC systems• Realistic Identification and empathetic implementation of change impacts in all business areas affected• Building trusted relationships with suppliers, stakeholders and all business areas in order to support the overall initiative.• Management of initiation phase to on-sell 9Galaxy to other broadcasters

MCN-TEN Sales Operational Merge:• Management of system capacity impacts - analysis, design, and implementation of infrastructure changes required to support the increase in data and usage of Landmark; this included the outpouring of a Performance management piece across the whole set of systems. • Management of the transition of TEN resources to MCN workflows in all areas from the initial point of sales to scheduling for Transmission; this involved data cleansing, data migration and training activities.MCN-AOL JV Implementation:• Successful implementation of the first integrated programmatic private market place, MCN’s Video Marketplace• Establishment of a JV relationship with AOL for delivery of the new trading product. • Collation of scope and requirements for expansion of the AOL Digital platform to cover the TV market specific requirements• Management of the test team during System, UAT and Regression testing for the initial launch and follow up releases.• Definition and implementation of the new business process model to align agencies and MCN.

Overall responsibility for the successful implementation and delivery of Foxtel’s “Tapeless” programme, a strategic initiative to transform the tape based acquired programme processes from tape based to file based workflows• This was a complex undertaking, impacting business processes, systems, and staff across the entire delivery process, affecting users in all business and operational areas• The strategic design of the platform involved 4 key vendors, both software and hardware. As such the role involved detailed management of all vendors to ensure ongoing alignment both in terms of solution and timelines.• In addition, the role involved integration of the newly designed MAM platform with the existing infrastructure, both hardware and software, working with existing suppliers • The role involved day to day leadership of a dedicated team covering the design, development, analysis, and test deliverables, through the project phases of technical platform build, software development and implementation, and roll out to usersThis was followed by management of the integration of the new Air Time Sales system back upstream into the legacy broadcast system infrastructure.Most recently part of the team managing the transition to a new Broadcast Management System, with particular focus on the interface with all affected business areas.

Principle business lead on Sky’s strategic move from tape to file based workflows. This was a critical role, acting as the key interface between the programme team, and the business users across all production and operational teams. Key deliverables were:- Establishment and prioritisation of all user requirements across 35 separate business areas (with an eventual user base of 1200 users)- Rationalisation of requirements to deliver the most efficient systems solution, that worked for all users, but was also able to be delivered within extremely tight time and budgetary constraints - Specification of new workflows ensuring they maximised the convergence opportunities that a tapeless operating model brings  - Proposal of new organisational structures to deliver the cost saving opportunities as required by the programme’s business case- Worked closely with the Design and Development teams throughout the programme lifecycle to ensure clarity or requirements, priorities, and resolution of issues- Definition and management of training for all business areas- Primary responsibility for managing these preparations with all teams to ensure full readiness for a successful launch

Departmental responsibility for the successful identification and implementation of integration opportunities across operational areas for existing and new platforms. This involved:- Project management of the convergence of existing broadcast platforms with proposed platforms to maximise synergy and efficiencies - For large technical projects, provision of the interface between technical, operational and business teams, ensuring that assumptions in the technical design can be delivered from a business operational perspective - Analysis and implementation of the required changes to operational processes to support new products from an end-end perspective through business, operational and technical areas- Responsibility to ensure all operational areas are evolving their capabilities and competencies in line with the growth and efficiency needs of the business- The most significant additional projects supported in this role, through the whole project life-cycle, has been Sky’s move into “Video On Demand” services. This was a multi-million pound project, impacting many business areas, which was core to Sky’s future business.