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Direct responsibility and sponsorship for ensuring that Citi’s global Request Fulfilment Management (RFM) process was redeveloped, implemented and fit for purpose. Acting as change agent to effect, design, and continually improve process and associated measures. Global leadership and influencing to ensure cooperation and effect change across disparate teams.Achievements: redefined global RFM process, Process Control Manual (PCM) and associated measures. Achieved global signoff by all stakeholders. Programme ownership of RFM process automation. ROI analysis of automation opportunities and facilitation of initiatives and projects to develop and implement fulfilment optimisation. Automation developed and implemented with a view to generate positive ROI and improve end user experience across diverse areas, such as: desktop application deployment; telephony moves, add and changes; password resets; audio and web conferencing account creation and straight through processing to third party systems. Automation resulted in creating opportunities for headcount reduction.

Accountability for the overall client satisfaction with the video and collaboration products and service, including identifying and communicating the offerings, value and the overall accountability for the financial status of their individual products. Interfacing with business technology groups to position products and consult proposed changes for further product development.Implementation of a new suite of products, including: • Microsoft SharePoint (100,000 users)• Microsoft Office Communicator (60,000 users)• Cisco TelePresence (5 room global presence)• Cisco IP video telephony• Tandberg desktop and room based IP systems; Change agent role, establishment of the product management function and driving change through the organisation in the way products and services are delivered and with the adaptation and adoption of new user technologies. Fermenting a culture that increases the cooperation between distinct technology groups.

Senior Architect for EMEA within the newly established Citi Architecture Technology & Engineering function (CATE). Acted as a point of confluence between the various technology organisations in Citi ensuring CATE is aligned with business sector priorities. Established communication between CATE, business technology architecture groups and other stakeholders. Raised the profile of the CATE team within the EMEA technology management groupsPublic Speaking at Bocconi University to Italian CIOs on the subject of Enterprise Architecture the cultural challenges of implementing change.

Directly responsible for the overall relationship globally with the Investment Banking business unit. Deputy to the Head of the Client Management and Business Office function. Promoted to Senior Vice President.No line management responsibilities relying entirely on influencing across a wide variety of senior stakeholders within the IT department, the CFO functions and senior business stakeholders.Achievements:• Improved the credibility of the infrastructure technology function within the Global Banking business through frequent engagements at a senior level (CAOs, CFOs and senior heads of the various business units).• Provided transparency of the IT charges to the business and helped drive down unnecessary spend.• Gained Trusted Advisor status within the business and became the de facto go-to person for IT related matters.• Successfully setting and managing client expectations. An expression of success was demonstrated through the decrease in client escalations.

Ownership and accountability for the creation and management of a BPO (Business Process Optimisation) function in EMEA. Responsible for improving and streamlining processes, reducing cost and improving quality throughout Technology Infrastructure (TI) EMEA. Promoted to First Vice PresidentAchievements:• Creation and Senior Management acceptance of Business plan, establishing the BPO function as a credible and self-sustainable unit.• Achieved saves through the EMEA technology groups in excess of $1.6MM.• Assisted with optimisation of processes and improved efficiencies throughout EMEA.• Carried out infrastructure and organisational reviews to highlight potential issues with regards to quality of service delivery.

Posted to Luxembourg to salvage existing client facing project followed by interim management of the Country Head role and recruitment of permanent replacement. Achievements:• Management of technology projects, including scoping, CAPEX signoff and project management.• Proposed and managed strategic shift in management and ownership of IT assets including the resulting change to the financial management models.• Tidied up the financial model and processes including setting up structure for monthly accruals.• Negotiation of vendor contracts.

Head of Network Operations team with management responsibilities of a team of 30 working 24x7 shifts. Achievements:• Manage the Network Operations role in the move into the campus in Canary Wharf.• Set up a formal group structure, with supervisors, shift workers, 24x7 workers.• Merger and integration of two organisationally distinct network operations teams. This was done with a full retention of all existing staff by improved team working, uniting the two unique cultures.• In-source of contract resource and conversion of all contractors to permanent positions.• Leadership of internal audit of Network Operations.

I was managing the Telecommunications team. The remit included the following responsibilities:• Management of the Networks team supporting Voice and Data activities, gateways to settlement systems, fax and telex gateways, firewalls etc. • Management of the Notes/IIS team. This team supports the Lotus Notes back-end and web farms.• Supplier management - Management and negotiation of large-scale maintenance contracts, negotiation of contracts with voice carriers and other service providers.• Budget planning, management and reporting.Some of the achievements are listed below:• Reduction in staff • Renegotiation of LAN maintenance contract. • Renegotiation of Fax/Telex service maintenance contract.• Renegotiation of telex carrier contract. • Renegotiation of outbound voice carrier contract. • Reorganising and raising the internal and external perception of the team.• Design and deployment of new Fax and Telex solution.

In this role I had the overall responsibility for provision of end-to-end service to all users worldwide. My objectives included:• Global Relationship Management of Consultancy Practice Heads, local HR and Financial Control functions based in more than 20 countries.• Management of the Service Delivery team(s) of 40+ staff in 10 countries from US to New Zealand.• Definition and implementation of “follow the sun” support services.• Management of the IT departments Project Management group.• Creation and management of the IT budget (£15M+).• Implementation of Service Delivery measurements and reporting.• Put in place processes and systems for equipment life cycle management.Achievements included:• Restructuring the Help Desk to improve the overall end user service.• Management of the corporate wide MS Select agreement.• Re-negotiation of the global WAN contract.

Based in Australia I was responsible for management and provision of internal IT services throughout the Asia Pacific offices (10 offices in 6 countries).This assignment ended with the successful recruitment of a permanent replacement. Other achievements during this period included:• Integrating the Asia Pacific IT staff, creating a single coherent team. Incorporation of the team into the global support team (accepts and feels part of team).• Implementation of an Asia Pacific Help Desk leveraging the geographical spread of the support staff (Kuala Lumpur to Auckland) to offer extended hours of service.

I was working as project manager with global responsibility for the company’s migration to Windows 95 and Exchange Server. As part of this project I also managed a number of sub-projects of which the most important included:• Budget management and reporting.• Negotiation and implementation of a worldwide Microsoft Select contract.• Deployment of Exchange Servers to all offices worldwide.• Client installation on 2000+ PCs and user training.• Implemented of a global asset registering, tracking and re-charge database.

During this period, I managed PA’s worldwide WAN. The largest single objective during this role was managing the project to converge the globally disparate infrastructure onto a single managed platform. This project included:• Taking ownership of previously locally owned solutions.• Level Zero budgeting.• Managing the ITT process.• Seeking board approval of chosen solution and associated cost.• Contract negotiation.• Pilot and final implementation.• Global DHCP and WINS implementation.

Based in Copenhagen, I was working as Systems Manager responsible for IT in the Scandinavian countries.During this period we achieved a number of technological milestones of which the key projects are listed below:• Implementation of a Scandinavian wide client/server financial system. • Implementation of global client/server management information system.• Office moves of Copenhagen Head Quarter.• Email enablement of all users.