Accountable for the delivery of a multi-year, cross-government department security programme inclusing Cloud adoption, A.I and Cyber-Security Solutions as well as Business Design change and a new Operating Model implementation

I instigated and am leading a programme to deliver on clear objectives into one of the most high-profile of this government department's front-end business units; firstly to create and deploy two brand new technology solutions and secondly, demonstrate how positively disrupting existing siloed ways of working results in positive delivery outcomes.* Forged a diverse virtual team of multiple stakeholders from across the department and the customer-base.* Oversaw and approved design and reviews of new processes for take-on work and innovation pull-through.* Championed Agile development practices, including “fail-fast” when necessary, ensuring focus and effort centred on fit-for-purpose solutions

The SOC is the foremost enabler for sharing information amongst government and other partners. Its mission is to provide a range of high quality IT services to enable government departments to connect, collaborate and communicate sensitive information securely. The SOC supports thousands of end customers across the worldAs Head of the SOC I:* Led, managed and developed the SOC team (70+ staff from various government departments, contract and managed services.* Accountable for service provision to government customers within agreed SLAs and KPI’s.* Responsible for delivering uninterrupted service availability during the 2020 COVID pandemic lock-downs by invoking the Business Continuity plan. Accountable for ensuring appropriate on-site minimum staffing levels whilst ensuring new vital customer capabilities were delivered. Lobbied and was successful in prioritising requirements for home-based IT solutions to enable off-site productivity. Responsible for adapting working patterns in response to the changing risk profile. Prioritised staff physical and mental well-being throughout.

Setting IT Strategy, hiring Senior IT Management, Overseeing a "Move to the Cloud/Cloud-first" adoption strategy. Successfully programme-managed the IT Integration of Tarsus into Informa. Moved the core bsuines of Tarsus from on-prem to the Cloud in under 6 months!accelerating Move-to-Cloud and closure of on-prem IT Infrastructure.Tarsus Group delivers B2B events across the globe along with digital media & industry-focussed publications.We create solutions for our customers’ needs - our events and media help them to address their current business challenges and prepare for upcoming opportunities. Tarsus Group operates across numerous verticals including aviation, medical, labels, travel and manufacturing with leading brands such as the Dubai Airshow, Labelexpo, Hometex and Connect Meetings in its portfolio.Tarsus Group (acquired by Informa in April 2023) has developed a strong portfolio of world-class products in the US & Chinese markets, as well as the Middle East, Turkey, India, Southeast Asia and Mexico.

Tarsus Group -acquired by Informa in April 2023- delivers B2B events across the globe along with digital media & industry-focused publications. Tarsus Group operates across numerous verticals including aviation, medical, labels, travel and manufacturing with leading brands such as the Dubai Airshow, Labelexpo, Hometex and Medical Care businesses.A fractional role. During my time in this role I have:* Set the IT Strategy for the Group: Work Smarter, Reduce Risk, Cloud-First, and Grip Governance* Created and Programme-managed enterprise-level portfolio including move-to-cloud, VOIP Telephony decommissioning (migration to MS Teams) and cyber security risk mitigations* Head of Programme for Tarsus HQ decommission and transition to Informa Central. Both physical data centre and cloud migrations. Transitioned on-premise services to the cloud in under 5 months* Gold leader for Cyber-security threats. Successfully led the response to a significant cyber-attack in March 2023 which threatened to undermine the M&A agreement

An interim senior leadership role within the lT Service Management Convergence project. I implemented a new cross-organisational Data Insights Group (DIG) to map, manage, monitor and assure sensitive IT data - responding to business questions with intelligent, interpretive commentary around the results.In the role I:* Created a UK-wide DIG function consisting of matrix-managed resources from multiple government departments. I took the group through it's initial forming stage, sponsoring operating principles, organisational structures and scope definitions.* Re-shaped and re-branded the original Data Insights design to focus on answering business questions using both existing information as well as building relationships with other data owners to exploit previously unknown sources.* Set and agreed aiming points for DIG go-live, selling the vision of "opening our doors for business” to the group and its stakeholders.* Enjoyed working with ambiguity; leading resourcing, setting the vision and objectives and encouraging my group to embrace the unknown.

HECST provides technology and advisory services into the End Customer Group as well as working closely with other Government partners. Under my leadership HECST provided the technical capability to build, deliver and run services including audio, video, in-field support, remote monitoring, diverse communication systems, website maintenance, and imagery services and support.I led on ensuring innovative technology was pulled-through to become business-as-usual service catalogue items. I was responsible for ensuring existing systems and services remain viable and sustainable. By working both directly and through others I forged enduring relationships with internal customer senior management teams and peer group leaders. During my time in this role I:* Re-shaped the group by merging teams with duplicate or similar skill-sets and instigated cross-skilling programmes. I stood up dedicated resources to own governance themes such as staff safety, new capability programme oversight, personal development capability frameworks, business continuity reviews and initiated risk management processes. These changes resulted in an increase in the number and capability of multi-skilled operationally deployable staff and improved personnel safety. * Led the transition of HECST from one business unit into a newly formed Directorate (HD). I sponsored group and one-to-one consultations within the group, director stakeholders and in HD. I led on understanding the benefits and risks of transitioning and articulated these to the director cadre. I mapped supporting structures within the existing branch which were needed to retain access to, such as specific pay and rewards frameworks. I ensured that all voices and opinions within the group were listened to and respected. Through my work the overwhelmingly positive endorsement from within the group was ratified by the Deputy Directors Board.

As Head of IT Communications I was responsible for the operational running and maintaining of the data networks, email, video teleconferencing and fixed and mobile telephony services. I held overall accountability for other external and liaison communication systems. The IT Communications section comprised of circa 55 people. I had five direct reports and a multi-million GBP budget responsibility.Accountable for developing and maintaining relationships with key customers. I built strong relationships with other internal peer departments, external Government partners and industry suppliers. During my time in the role I:* Worked closely with a specific customer group to improve existing capabilities. Senior supplier stakeholder on a project to upgrade critical telephony and communications platforms. * Developed people. Encouraged staff development through ventilations, secondments and positively supported career progression. I have been very successful in attracting new people into my function as well as influencing long-standing members of staff to take on new responsibilities outside of traditional comfort zones.* Took on additional roles including chairmanship of the Grade 2 peer group, membership of cross-government technical touch-point teams and regular key speaker.* Provided focus for large-scale IT decommissioning activities to occur. Decommissioning provides large support savings and acts as an enabler for new capability deployments. Chairman of the IT Decommissioning Steering Committee from June 2014.* Introduced life-cycle management strategies. Played a prominent role in influencing the IT Portfolio Board to provide funding for end-of-life asset refresh programmes.

Heading up IT Infrastructure and Support Services for BAM Construct, one of the largest Construction companies in the UK.

Member of the executive management team. Responsible for creating the Organisational IT Infrastructure roadmap

Responsible for the management, design, procurement, delivery and operation of the IT Infrastructure for 2000+ users including Desktops, Laptops, Servers, Security, Networking, Telephony, Business Continuity and Corporate infrastructure strategy