Poughkeepsie Ltd (pronounced: puh KIP see) is a business services company, supplying professional consultancy to clients within the broadcast television and digital media sectors.

Channel 4’s Chief Engineer hired Rob to join the Broadcast Services Migration team to act as Exit Manager and Transition Manager. The BSM programme will see C4 updating its service contracts and refreshing technologies for its outsourced broadcast services. As Exit Manager, Rob’s roles was manage the Exit of the incumbent supplier of Media and Online Services, in particular with respect to the migration of legacy programming and metadata. As the Transition Manager, Rob work collaboratively with incumbent and new suppliers to develop and agree the approach and plan to changeover to the new service from the legacy services. Rob also helped write a number of contract schedules for the new services and helped Channel 4 with the negotiation of Service Levels. In addition, Rob was asked to manage for Channel 4 the legal, financial and operational integration of the Box Plus Network Ltd into Channel 4 Ltd.

Box’s COO hired Rob to programme manage what had been dubbed ‘Project Bluebird’. The Box Plus Network was at the time a JV between Channel 4 and Bauer, operating a portfolio of music channels that in aggregate achieved the highest average share of any other family of music channels in the UK. In early 2017, Box was looking to make a number of major changes; it sought to refresh its entire broadcast and production infrastructure (playout, media management, post-production, studio, broadcast management and scheduling) as well as move office and outsource general office services (HR, Finance, IS). Rob was brought in to devise, document and run the RFP/tender processes, negotiate contracts, manage their implementation, and build the team required. With short-lists chosen for all services in June 2017, the Box board decided that a major re-scoping of the programme was required. Alternative solutions were investigated thoroughly, with a green light given in July 2018 to negotiate contracts and conduct detailed design for the chosen solutions and their providers. Rob and the Bluebird team negotiated contracts and service levels to the point of being ready for signature, and conducted detailed design, acceptance and implementation planning with suppliers and stakeholders, working also closely with stakeholders/SMEs across Channel 4. In Dec 2018, when Channel 4 acquired Bauer’s stake and the Box channels became wholly-owned Channel 4 properties, Bluebird was absorbed into Channel 4’s own similar programme.

Channel 5’s Head of Broadcast Operations brought in Rob to help Channel 5 define an RFP process for Playout, Media Management, Access Services, VOD and DR services, and solicit and manage the specification of these services and their articulation in RFP documentation. Rob brought his recent experience running RFP processes at Box Plus Network, and incorporated learnings there and from Channel 5’s most recent migration into the procurement process and the requirements specification. The piece required co-ordinating input from stakeholders from all functions within Channel 5 and also across wider Viacom estate. Deliverables included process design, requirements gathering, articulation and validation by all functional SMEs, contractual requirements specification, final outgoing RFP documentation and internal evaluation guidance and documentation. This role took place whilst Rob continued his role at Box Plus Network, and he split his time effectively between the two. The piece ceased on schedule with sign off of all required deliverables.

Channel 5’s COO contracted Rob to manage a portfolio of programmes and projects which included those required by Channel 5’s integration into Viacom as well as a number of standalone initiatives. Working as a tag-team with another Senior Programme Manager, Rob managed a complex portfolio of programmes and projects, with a large array of interdependencies, generating and maintaining momentum as required to keep the whole portfolio moving as required. Projects included:- the migration of media preparation, playout, DR, VOD and access services from Deluxe / Encompass to Ericsson (now Red Bee Media)- the related projects to reconfigure Channel 5's Arqiva muxing and distribution network and it's Zayo WAN- the migration from Channel 5's Sintec Media Machine BMS to the MediaGenix's What's On BMS- the construction of a four-story building at Viacom's Hawley Crescent premises to accommodate C5 staff- the migration of Channel 5 staff and IT systems into Viacom's premises- the migration / build of Channel 5's studios and edit facilities at Hawley Crescent- the migration of C5 News studio, newsroom and gallery from C5 premises to ITN's premises at Grays Inn Road- the rebranding of all Channel 5 services- the build and migration of Channel 5 Graphics from Clarity to RTSoft- the launch of the My5 linear channel- the enterprise-wide comparison of all Viacom and Channel 5 operational processes, from acquisition/commissioning to post-TX reporting- and Channel 5’s launch of Project Diamond.Whilst performing Portfolio Management duties, Rob was also required to fill Programme and Project Management Lead roles on a number of projects. The role started in March 2015, with Rob also having just started another role at ITN. Rob juggled the two roles through August 2015, when the piece at ITN was completed. The role at Viacom completed in January 2017 as the last of the programmes was delivered.

ITN Production’s MD contracted Rob to project manage the development of ITN’s service to film, edit and distribute highlight packages for the Football League. ITNP had been awarded the contract for three seasons from August 2015, and would film and edit all Championship, Football League 1 and 2, Capital One Cup and Johnstone’s Paint Trophy matches, totalling 1813 matches per season from 72 grounds. For the first time, all matches would be shot in HD, and all match footage would be transmitted live via an ADI.tv delivered fibre network and recorded in ITN Production’s datacentre for editing and packaging by ITN Production’s newly hired editorial teams using a bespoke EVS facility to be built at Grays Inn Road. Rob’s role was to co-ordinate all activities across a number of workstreams and third parties. Rob assisted with the contract negotiations with the Football League and was given specific responsibility for single camera operations, negotiating and contracting the camera agencies and their camera operators who would film the vast majority of matches. The new Football League contract entailed substantial changes to the technology, field equipment, editorial deliverables and operational workflows of camera operators, and extensive testing and rehearsing of these new workflows and contingency scenarios was required. ITN Productions launched the service on time and budget on 7th August 2015.

Smart Energy GB (formerly the Smart Meter Central Delivery Body) was created by Ofgem and the Department for Energy and Climate Change to create and manage a national consumer engagement campaign for smart meters in support of the British government and energy industry programme that aims to replace all residential gas and electricity meters with smart meters by 2020.

KPMG contracted Rob to join a team to undertake a six week cost and revenue optimisation engagement at a major broadcaster. The team conducted an intensive operational audit at the broadcaster, identifying areas where operational efficiency could be improved as well as opportunities to enhance revenues. Rob provided expertise in broadcast television operations, identified several of the opportunities for optimisation and developed the business cases that supported them. The final report was very well received by KPMG’s client, and a number of recommendations are being progressed.

Arqiva's MD of Digital Platforms contracted Rob to audit, shape, and support the existing programme to integrate Connect TV Ltd (acquired in Sep 2012) and launch its products and services as Arqiva into the market. Responsibilities included reviews of the programme, the Connect TV business plan, its business architecture, contract terms and SLAs, its product and sales documentation, its platform and product build programmes, operational and support capabilities, as well as its sales and customer onboarding processes. Deliverables included the introduction of programme governance and reporting, programme and resource planning, driving the development of a marketing strategy and plan and the creation of product documentation, managing the development and implementation of sales processes (from initial lead through commercial governance to customer onboarding and launch for a range of product types), configuration of these processes into Salesforce, and managing its rollout across Digital Platforms.

Global Radio’s Enterprise Director contacted Rob to programme manage the company’s entrance into broadcast television with the simultaneous launch of music channel extensions of its two biggest radio brands, Capital FM and Heart. The challenge was to achieve this in very aggressive timescales, whilst setting up the channels to operate with a very low headcount. The programme required the set up of the channels from a complete standing start. Workstreams included Ofcom licensing, the acquisition of Sky EPG slots, the design, development, integration and testing of scheduling, graphics and broadcast playout systems (Grass Valley K2 Edge and Channel Composer), BARB measurement and reporting, channel editorial strategies, content acquisition, the development of channel branding and on air identities, the design and development of a broadcast compliance capabilities and processes, the procurement of an air-time sales partner (Sky Media) and the development of the internal commercial air time sales processes and external interfaces with that partner, operational training and rehearsals, marketing campaign planning and the simultaneous launch of both channels on Sky and Freesat. The two channels are operated by a total staff of four.

ITN’s Editor for ITV News contacted Rob to help ITN deliver a new contract for Channel 5 News, taking over the production of the service from Sky News. Rob acted as ITN’s key client interface with Channel 5, assisting with commercial and contractual negotiations, managing the development of the editorial service and technical specifications, developing the project plan and identifying and managing the key risks to a clean, seamless service transition posed by a TUPE process and major news workflow and technology changes for transferring staff. With the contract signed, Rob directed the implementation through to service transition which included the transfer of Sky employees via TUPE, the recruitment of staff for new or under-represented roles, the procurement and build of a state-of-the-art newsroom and newsgathering capability, the design and commissioning of VR studio set, on screen graphics, training and rehearsals. ITN successfully commenced production of the 5 News service on the targeted launch date.

Following the award of a £1.89m grant from the Big Lottery Fund, Media Trust’s Digital Media Director contacted Rob to help the organization kick-start the delivery of a UK-wide local online citizen journalist community. The 3 year project aims to measure the improvements in community cohesion brought about by activating social participation and empowering local communities to report on and debate the local community issues that matter to them. Reviewing the BLF grant proposal and award documentation, Rob developed the service proposition and wrote and managed the ITT framework that delivered Media Trust’s key website development, marketing and evaluation partners for the project. Rob also developed the project plan for Media Trust with its partners and defined the project’s governance structure before handing over to Media Trust’s internal project manager.

Five's Controller of Broadcast Services contracted Rob to manage its Digital Migration Programme, which comprised both the technical implementation of an enterprise-wide media asset management (MAM) and browse system and a substantial change management piece - moving Five’s broadcast operations from tape-based workflows to file-based workflows using the market-leading Pharos Mediator system. The DMP delivered significant benefits to Five in cost savings, business process efficiencies, and operational flexibility and scalability. Rob managed the design and successful delivery of file-based workflows for Acquired and Commissioned Programming Ingest, QC, Compliance, Logging, Access Services content production (subtitling, audio description and visual signing), Promotions, and delivery of all materials to TX. This very ambitious and deeply complex programme experienced some significant challenges, including a wide-ranging business review of Five through the first half of 2009, a property consolidation in 2010 and the eventual change of Five’s ownership. Five’s new owner initiated a broadcast infrastructure review in Nov 2010, necessitating that the last two remaining workflows (VOD and Archiving) be put on hold.

Viasat’s CEO of Pay TV, Emerging Markets, contracted Rob as Project Director for the development and launch of a satellite pay TV platform in an emerging market. The programme was comprised of many large work streams including the research and development of a consumer strategy (competitive positioning, what channels, how packaged, and pricing), branding and marketing, development of sales and distribution channels (both direct and 3rd party retail), content acquisition, development of a customer service and subscriber management capability, development of the broadcast engineering infrastructure (backhaul, playout, uplink, and satellite) and pay TV hardware and software (set top boxes, conditional access, smart cards, EPG) as well as recruitment, local company set up (legal and financial) and regulatory licensing. The project was put on hold in Dec 2008 as a result of the economic downturn, but Rob stayed on part-time to update the Business Plan with market and consumer research findings.

Two Way Media’s CEO and Virgin Media Television’s Managing Director contracted Rob to manage the development and launch of Challenge Jackpot, a new multi-platform gaming channel whose objective is to begin the re-invention of VMTV’s Challenge brand, whilst capitalising on the explosive growth in television gaming. The channel offers both live studio-based and automated gaming formats on television, red-button interactivity, and online. Participation in broadcast games can be either via telephone or on the website whilst viewing a stream of the channel.

VM’s CEO of Content contracted Rob to manage the launch of a live rolling sports news channel to replace Sky Sports News on the Virgin Media cable television platform. Rob led the negotiations with ITN to be the channel’s production partner, coordinated the joint venture negotiations between Virgin Media and Setanta Sports, and provided Virgin Media with strategic input during those JV negotiations. Rob was able to switch seamlessly between working for Virgin Media and for the joint venture. From signature of MOU with ITN, the channel was launched in ten weeks. The channel was nominated for Best Sports Service at the Broadcast Digital Channel Awards 2008 within five months of launch.

Methods’ Managing Director asked Rob to develop the plan for a large scale PRINCE2 recovery project for the ETS/ACAS Case Management System Programme. The recovery project consisted of a detailed assessment of a part developed case management application to determine the viability of continuing the programme of work. The key deliverable of the recovery project was a detailed proposal covering the completion of development, FAT/UAT, piloting and national roll out of the application to ETS/ACAS offices. Rob’s role was to manage the recovery plan, track work progress for all missing functionality and architectural issues, develop a viable programme plan and provide input to the commercial model.

Five’s Chief Executive recommended Rob as Programme Manager for Five’s digital multi-channel strategy, which culminated in the launch of two new television channels, Five US and Five Life, in October 2006. Rob drove the day-to-day development and implementation of that strategy. The key challenge was to manage the transformation of Five’s business from one supporting a single TV channel to one capable of supporting a portfolio of TV channels. Five Life and Five US launched on schedule with distribution on Freeview, Sky and cable.

Rob was contracted to project manage the operational integration of the Canal+ Netherlands premium movies and sports channels into Chellomedia’s pay TV business. His major achievement on this project was the seamless transfer of broadcast operations from Brussels to Chellomedia’s Digital Media Centre in Amsterdam without any impact upon subscribers.

Joined as an associate consultant to develop the successful response to the Department for Transport’s ITT for the creation of a careers information and e-recruitment web site for the Logistics industry. Following award, successfully managed delivery of Fixed Price Project using PRINCE2. Careers in Logistics launched to time, quality and budget.

Rob project managed the launch of five enhanced TV applications (i.e. “Press Red”) for the Sky Digital interactive platform. These programme support applications included voting, enhanced magazine-style content, video streaming, and interactive competition applications. Rob also project managed the launches of Ftn and Living TV+1.

Living Health was a very successful, award-winning interactive TV service pilot funded by the Department of Health. Rob acted as project manager for the development and launch of the service, and then managed a team of four operational and editorial staff during its operational phase. He also had particular responsibility for the NHS Direct inVision pilot, which enabled the narrowcast of NHS Direct consultations into patients’ homes. He also acted as financial controller for the channel and managed its £3.9m budget.

Rob engaged in market research and business modelling on a wide range of business development projects. Contributing to the successful development and Board sign-off of the TV Travel Shop proposition, he then project managed its launch. He was a key member of a small team that successfully responded to the Department of Health’s ITT to pilot health information and services on digital interactive television. He was Flextech's Digital Launch Manager, business planning all digital channel variations and project managing the launch of its channels on the Sky Digital satellite platform.

Rob assisted the GM with the operational management of TCC, Bravo, Trouble and TCC Nordic television channels, managing service departments and compiling monthly revenue, ratings and operational reports. He project managed the launches of Trouble and TCC24Seven.co.uk and the re-launches of TCC and Bravo.