Responsible for the strategic responsibility for Customer Services, Business Administration, Digital Mail, ICT and Digital, and Revenues, Benefits and Rents. Responsible for the collection of over £1bn of cash from residents, tenants and businesses, an operational net budget of £112m, responsible for all the channels with over 2m calls per annum and with over 1500 team members. • Responsible for a range of interventions such as shielding, economic support and technology response during the Covid-19 pandemic. • Responsible for a number of corporate change programmes in areas such as agile working, property, customer services and complaints, cyber security, debt management, process automation, data analytics and performance management. • Responsible for the Councils information assurance and cyber risk response during a heightened period of risk. • Responsible for the creation and development of the Councils new digital strategy and the creation of a new service to deliver it. • Established the Birmingham Digital Partnership to lead on a range of smart city initiatives to enhance the City as a place to live and work, which included initiatives such as full fibre, 5G, city-wide data analytics, digital exclusion etc. • Responsible for leading the directorates equality, diversity and inclusion goals through a range of employee centred initiatives to deliver a truly representative workforce.

In this new role, responsible for creation of the largest local government ICT service from a set of shadow IT and insourced functions, with budget responsibility for £40m.• Simplified the governance and policy arrangements to deliver more agility; successfully negotiated the early contract termination; delivered over £44m of cost savings, defined and mobilised a full delivery plan for the implementation of the councils digital strategy; developed a new information management strategy and delivery programme; and built new partnerships with a range of public and private sector partners.• Awarded Digital Council of the year in 2018 from Digital Leaders.

Worcestershire County Council serves over 500,000 citizens living across the county of Worcestershire. Our priorities focus on what local people have said are important. These form our Corporate Plan Future Fit:• Championing Open for Business • Supporting Children and Families • Protecting the Environment • Promoting Health and Well-being Responsible for the Council’s Strategic Leadership Team and is responsible for ensuring that the council takes a commercial approach to commissioning its services and contracts, and that residents get most value from the local public sector. Responsible for all the support services such as HR, Communication & Marketing, Technology, Legal, Property, Customer Services, Health & Safety, Performance, Strategic Change, Procurement and Contract Management.

Strategic Commissioner – Service Transformation (Property, Technology, Strategic Change, Health & Safety and Customer Services - Feb 2015 – present)Working closely with Members and the Executive team, and building on his previous role in driving digital transformation, Peter took on the additional responsibility for the Property, H&S and Strategic change portfolios across the Council. This reole required leadership and vision, positioning technology and property as key enablers for innovation, change and service improvement. He re-defined the council's asset strategy embracing new models of delivery to support economic development. Working closely with 7 other partners he was instrumental in the set-up a new Public Sector owned Property Management business to deliver on a "One Public Estate" approach to developing the local towns and was nominated for an LGC award. As Strategic Change lead, leading the programme, project and service re-design team, he is leading the development of our new 5 year Transformation Programme. This covered all existing and new service models of delivery and development, including strategies for demand management in Children's and Adult Social Care, income generation, workforce strategy and talent management, agile working, volunteering and community resilience, commissioning via alternative models e.g. trusts, LATCO, LLP's etc., partnership working, and further embracing digital leadership, agile working and new ways of working across the Council. Peter has budget responsibility for approximately £25m.

Responsible for shaping, leading and implementing the digital and customer transformation strategies in this new role with budget spend of £15m and responsible for over 250 people.• Re-organised the whole ICT and Customer Services operating model, introduced commercial and contracting arrangements e.g. delivering a net capital receipt of over £1M, re-shaped and led the Council's digital strategy, and introduced digital leadership and agile techniques to improve outcomes. • Of the many projects delivered were channel shift in Highways, Registration Services, Waste, Adult Social Care, including fundamental re-designs of the website and intranet, and refreshing our whole network and datacentre infrastructure. Resident interaction with the Council via self-service rose from 9% to 39% under his leadership. Driving new ways of working was also a key focus area with new telephony and collaboration solutions implemented. • Working closely with health, social care and voluntary sector partners, led the development of a technology roadmap to deliver better outcomes for patients and service users. • Council nominated for the LGC Digital Council of the Year award.

Responsible for leading a Change Programme across all of Mouchel’s services to Milton Keynes Council. • Developed phase 1 of the programme, which consisted of a range of projects and new service models, which delivered a net financial benefit of £18m to MKC; Re-negotiated the contract overcoming many commercial and historical constraints through partnership working with MKC. • Developed the programme further to include phases and services e.g. technology-based service changes, the implementation of a new operating model for HR, and a further programme of change centred on the Council’s approach to customer Access.• Responsible for the initiation of a change programme across all of Mouchel’s local government clients to deliver a more sustainable operating model in difficult trading conditions. Re-designed 11 different capabilities including Property, IT, HR & Payroll, Revenues & Benefits, Finance, Customer Services, and Pensions, all delivered in a range of geographic and commercial configurations.

Responsible for the creation of a new BPO Operations capability to improve operational performance. • Led the restructuring of the payroll service operating model, managing the transition of payroll services to a new partner, re-negotiating the commercial terms and re-aligning the governance and service contracts, to deliver within a shared service centre• Created a new global payroll strategy for Serco plc; Initiated a Change Programme across our IT infrastructure, service desk, application and project shared services capabilities; Developed an innovative re-structure of our Learning education business involving partnering and risk-share with another commercial partner.

I• Responsible for the creation of a new integrated technology support, consultancy and project delivery organisation responsible for all infrastructure projects and services delivered across the UK, with an operational budget in excess of £25m, a project revenue budget over £30m with 450 staff across the UK.

I led the creation of a new integrated technology and project management team responsible for all infrastructure-based solutions to all the customers in Serco Solutions. This was an operational leadership role, which in its first year exceeded its turnover targets and operational KPI’s under very challenging conditions. Included in this time was an operational secondment as a Client Account Director leading the whole team through a challenging re-negotiation of our contract with a major Public Sector Client.

I was responsible for all programme and project management activities within the Public Sector business. The team consisted of 50 project and programme managers delivering a wide range of E Government development and infrastructure projects and programmes within the Public Sector Division. With budgeted revenue in excess of £24 Million and challenging targets, this was a high profile role delivering real business benefits for our Public Sector clients. During this period Peter was instrumental in steering the Board to re-define its approach to Projects and Programmes which led to the creation of a new Programmes Division.