In 2016, I had the opportunity to take a career break in order to spend important time with my terminally ill mother before she died and then to relocate my family to London. I am now actively exploring opportunities to develop and enhance my professional life.

• I coordinated, enabled and formulated stakeholder perceptions stakeholder perceptions with all IT services across multiple business areas/work streams. These operated as distinct and independent businesses (Food, Healthcare, Funeralcare, Membership, Post Office, Energy, Travel, Healthcare and Flexible Benefits) and operated as separate entities with singular pan organisational IT function.• The planning of legacy requirements, future capacity and system retirement plans. including programme of work I managed for a cross-organisational PC upgrade for up to 600 machines across multiple domains, platforms and locations.• Made recommendations of full solution options presenting new technologies and solutions to improved service. An example being the development and acquirement of an Apple/Android app for Membership.• I provided consultation to the business and IT teams. This combined with being an advocate for the full business needs and representing IT priorities, strategies and vision. implemented solutions. Delivering business benefits, time cost, quality, sponsorship and governance.• By business partnering I accomplished the prioritising and leading of the upgrade and expansion of the Healthcare, Funeralcare and Membership CRM systems. This was based on the organisational need to have greater efficiency and enhanced customer contact aligned with a strategic overhaul to align all the three separate CRM systems under one umbrella. The solution was scalable in order to roll out across the whole business at future time when workload and budget prevailed.• By acting as a thought leader I aligned the business strategies with technical solutions and was responsible for leading to teams to implement these. This was the case in my successful execution on the membership points upgrade. This was a project that required the realigning of points awarded for Midcounties Co-op members against different product lines; food, travel, funeral, energy and healthcare.

• I identified, engaged, managed and liaised with key stakeholders (influencers, partners, senior responsible owners, third party (tier 1, 2 and 3 suppliers) to all levels including that of the Chief Executive and Senior Directors. • I established with the stakeholders the proactive identification and evaluation of risk. I negotiated agreements and managed the priorities of IT projects and requests. I engaged with partners and technical leads regarding the identification of medium and long term business solutions. This included maximising resources (including internal and external suppliers) regarding a multitude of disciplines required for successful and focused delivery of projects.• Key influencer and provider to the core strategy for digital business transformation in accordance with Government, Cabinet Office and department objectives and guidelines. • Centric to the development and integration of a complex Government secure authentication system. The net result was the creation of a permanent, secure, robust, automated single sign on system that encompassed all previous independent procedures.• As part of my strategic relationships management I led the stakeholder business planning (short and long term) and strategy meetings to improve business processes. A notable implementation and success from this planning was the design and delivery of a client facing, self-service web portal for secure data exchange.• I was accountable for and executed the end-to-end delivery of key IT systems . An exemplary key success was my role in project managing the design, piloting, development and implementation a new CRM system which was rolled out across the organisation (700+ users).• I developed motivated, mentored and led teams of multiple direct reports and by fostering a team environment for remotely located virtual members.

• Managed and coordinated the restructuring of assessment modelling resulting in the improved quality of assessment increasing the opportunities for young people.

• Instigated and implemented a national business model and divergent marketing plan for innovative printing technology for customers including government, local authorities and all sizes of commercial from SME’s to international organisations.

• Developed and grew UK and Irish education revenues from $2 to $8m in four years, created and developed new opportunities for growth in student market and exceeded targets to grow overall channel revenue to $72m per annum.

• Multi-disciplined role that encompassed account management, product development and technical support for innovative digital and hardware technologies.

• Provided creative concepts and complete graphics support.

• Computer graphics implementation and support in design production.