A Senior Executive with strong leadership capabilities, excellent General Management and Board experience, including full P&L responsibilities, coupled to a wealth of experience within the telecommunications industry, fixed and mobile. Specialisied in complex operational and programme managementA career that started in engineering and has developed through operational and service management, significant programme management to executive general management. Innovative style, excellent communicator and team player, along with good interpersonal skills and dynamic leadership style. Significant experience of Managed Services, Programme Management, Operational Management and Service/Business Development as well as Transformation Change Management within dynamic and competitive environments.

The role was to fill a temporary gap in Nokia's senior management capability within the UK and to develop the operational policies and procedures to support the role out of the Nokia 5G mobile platform and associated functionality to Three UK. In conjunction to this I was charged with resolving existing operational issues, establishing an operational model including introduction into service of the new platform and finding a permanent replacement for myself. Target was three months but I eventually required 6 months to fulfil the brief and find my replacement, during which time we established the operational model, stabilised relationships with the client and resolved many outstanding technical issues with the platform. This was recognised and acknowledged by the customer. My replacement continued along the plans I had initiated and started with respect to delivering Operational excellence, this was despite the impact of Covid restrictions. We also established clear remote operating protocols and procedures that proved highly effective throughout the Pandemic restrictions

Responsible for managing the Orange Business Services outsource contract for DSM's LAN/WAN IT and telecommunications global infrastructure. The network covers some 50 countries and 150+ locations and serves 21K employees. The OBS outsource is part of an eco system of suppliers that make up the DSM infrastructure and includes in addition Desktop, Data Centre and Security services suppliers.I was responsible for the very successful turnaround of the contract performance ensuring that Orange delivered, managed, operated and meet their contractural obligations including performance KPI's and SLA's, also to act as the prime interface between the customer (DSM) and supplier on all matters. Orange became DSM's top performing supplier within the ECO system of suppliers and vendorsDSM is one of the largest Life Sciences business globally and specialises in Health, Nutrition and Materials

Responsible as Head of IT Architecture to lead a team of professional technical design architects responsible for the IT infrastructure that supports MBNL's operations. This included day to day team and departmental management as well as technical leadership. During this tenure I delivered substantial system and IT architecture enhancements to the operational systems supporting the joint operations of Three and EE mobile with a project spend of £7.0M plusMBNL runs the shared Radio Access Network that supports Three and EE, the business is equally owned by EE and Three, two of the UK’s most recognisable and innovative mobile operators. Whilst they are shareholders, they are also customers of MBNL. The role encapsulates managing technical designs and delivering IT architecture programmes to time, cost and quality in a customer centric way

Interim Service Operations Manager for Alcatel Lucent responsible for the KPN Avanti outsource (KPN are the Dutch National Telecoms Operator) with specific accountability for the day to day operational, Project Management delivery activities, as well as in country resources and delivery capability. Prime Operational interface to the KPN Board responsible for delivery of ITIL processes in Country for the outsource contract.

Interim Operations Director for the CPS call centre, targeted with restructuring and operations improvements, team development and support. Successfully delivered Operational Improvements, revised operating structure and in depth analysis of performance drivers including detailed customer profiling to aid resource planning and customer service improvements

Responsibilities: The day to day leadership and management of the UK Service Line providing a “Production” capability for technical and solution design, implementation, integration and transformation capabilities, programme and project management, operational customer services (NOC Services) and operational platform management both within the UK and Internationally.Service are delivered directly and via Nearshore Opeartions, 3rd party suppliers and T-Systems Global Infrastructures.Customers served ranging from very large global multinationals (BP) to bespoke small to medium enterprises (Howdens). Direct resources of circa 160

The P&L of the business unit, day to day management and leadership, transformation, evolution and operational management of BT’s outsourced Global Network (Project Winston). Evolution included the resource transformation of capability and infrastructure to “low cost“ off shore operational centres, delivery of all associated business and technology projects

Responsible for Nortel Global Managed Services business, including business development, strategic direction, operations and the P&L

Commercial development and marketing of C&W Network Services and the operational management and leadership of C&WNS Global Submarine Systems and Satellite capacity consultancy services.Board Director of the Apollo Submarine Cable System

COO responsible for the General and Operational Management of the business including full P&L responsibility. An organisation of 2500 employees and an annual turnover of US$ 350 Million

A role that evolved over the two and half years that intially encapsulated the role of Head of Business process and Systems effectively the defacto CIO for the C&W Global Networks. This laterly included the Commercial Director role that added in BSS/OSS development, CRM responsibilities as well as evolution of our IP Business. Finally the role evolved into the Operational Development encapsulating all previous responsibilities and adding the Global element of IT Systems evolution, process development, IP evolution as well as performance measurement, programme management as well as M&A activities

Director of Corporate Markets product and services development including associated marketing programmes, this role also encapsulated the P&L responsibilities for voice, telebusiness, core products and data services. I also managed the Business Sector Consultants and Major Bid Teams

Anite was acquired by C&W and I was appointed as the Managing Director responsible for the intergration of Anite into C&W, during that period I was also responsible for ensruing the Anite financial plan was achieved as well as maintianing service integrity for customers.I had overall control of the intergration plan and its execution