As a group of specialist practitioners, we formed Broadlight Global, united by our experience of transformative approaches to People, Process and Technology.We work at the intersection of strategy, change and digital delivery to enable organisations to perform optimally, delivering results at a far greater pace and reduced cost.We live and breathe innovation, collaborating with all manner of organisations, from disruptive start-ups to FTSE 100 enterprises and the UK Government.The breadth of our experience and matured capabilities are combined, across our practices: Build, Scale and Evolve.

Volunteering for the NHS in partnership with the Royal Voluntary Service. Have logged several thousand hours and helped a number of local people with mental health conversations and shopping for vulnerable and isolated people.

I was responsible for managing product development teams across the disciplines of DevOps, Development, Security and Platform. We delivered many successful projects and changed the organisation's way of working from disparate siloed teams to collaborative squads, reducing delivery times from many months to minutes. In parallel, we built out the Platform as a Service offering and matured the organisation leading to its successful sale to Synchronoss Technologies.• Successfully delivered AWS client platforms for Apple, Team Knowhow and SSE.• Transformed and expanded DevOps and Infrastructure Security department, increased performance and introducing Agile operations.• Introduced Platform as a Service sales offering, allowing the organisation to increase sales.

Camelot are the licensed operator of the UK National Lottery having generated over £34bn for Good Causes and £56bn in prizes since 1994. I was headhunted to deliver a high-profile and complex programme of work to implement new Wolff Olins branding across all digital and retail channels. The National Lottery brand and logos were refreshed and contemporised and the GameStore concept was brought to market unifying the instant win games with the mobile and online games. This represented the largest retail roll-out conducted in European history and the second largest in the world.I was appointed to deliver the Wolff Programme and immediately designed and set up a command centre to provide a base for the diverse team required to deliver this work. The programme was completed on-target with installations occurring within a 14-week window. In parallel with the brand rollout activity I managed the development, test and deployment of technology including updating all National Lottery terminals in the stores via the satellite network. On midnight of launch day in July all digital, online and BBC broadcast were successfully switched over and fully operational, followed by the rebranded mobile app. • Successfully managed and delivered the Wolff Programme from start-up to closure (£19.4m budget, Sales uplift ROI est. £54m/y).• Led a team of 425 staff comprised of 100 Camelot staff and 325 partner staff from 7 selected suppliers.• Managed RFP and sourcing process, selecting suppliers with savings of around £2m made against incumbent supplier.• All internal and external websites, electronic and digital channels switched over simultaneously at midnight of launch. • 851 tons of metal and plastic were used to manufacture more than 6.6m parts in the UK and China.• 37,023 stores were visited across UK & NI in under 14 weeks using around 120 engineer teams – 564 installations per day at peak.

Ofcom are the independent regulator for the UK communications industry. I was headhunted to ensure two large spectrum clearance programmes were closed and to lead the development and planning of a new digital programme following staff departures. I managed budgets ranging from £45.1m to £149.5m allotted from the Department for Culture Media and Sport with direct oversight from the Cabinet Office. Reported directly to an independent industry-leading board of executives subject to the Government Major Projects Gateway Review Process.The programmes had challenging timescales with a diverse range of work streams including financial, governance, technical, policy, stakeholder management and communications. I was responsible for leading and designing programme tranches and work package breakdowns, chairing meetings with partner service providers and the day-to-day management and escalation of risks and issues from programme to ExCo level.• Successfully achieved closure of Digital Television Switchover Programme (£149.5m budget, linked NPV £3.5bn).• Successful closure of Programme Making and Special Events Programme (£45.1m budget, linked NPV £3.5bn).• Programme shaping lead, planning 700MHz Spectrum Clearance start-up (£400m budget estimate, NPV estimated at £1bn).• Created programme plans, managed risks, assumptions, issues and dependencies, reviewed and re-baselined financial forecasts.

Initially engaged as a consultant via Capgemini then recruited to contract directly, I worked at Aviva Investors and Aviva Insurance within the Global Front Office Operations and Shared Services departments. I delivered over 25 projects ranging in budget from £22k to £1.2m. Projects had durations from six months to two years with multiple concurrent deliveries into both senior business and IT stakeholder groups.I successfully implemented new business development and real estate offices within Europe and the Asia Pacific region. Additionally planned and delivered a major programme to replace and refresh the global Checkpoint & Cisco security compliance estates. I ran global matrix teams of up to thirty multi-disciplinary resources including internal, consultant and third-party specialists, ranging from project managers to offshore partners, technical specialists and SMEs.• Reported directly to client’s Global Head of Front Office Operations.• Successfully delivered over 25 technical and business facing change projects with total value of £2.8m.• Shaped and kick-started Aviva Investors and Aviva Group Centre’s Microsoft Office 365 migration to service ready.• Replaced entire Firewall, Switch, DMZ and Internet connectivity environment from perimeter to core with latest technology.• Opened two new trading offices in the Far East Region (Taipei and Sydney), closed Melbourne Office and recovered assets.• Recovered and remedied failed Dublin Office to ensure it was up to the production support standard.• Replaced and upgraded mission-critical trading systems: Calastone, JP Morgan and FX Connect without interruption to service.• Accepted by Stanford University as part of on-going personal development.

I was responsible for managing a team of twenty staff including four project managers, business analysts, test and delivery managers to work with IBM and offshore staff and technical teams. I successfully delivered many agile and waterfall projects within my role, including migrating mission critical services without outage and the outsourcing of datacentres. I worked with C-level executive sponsorship developing and creating custom MI reports and transferring knowledge to ensure any necessary corrective action was taken quickly and decisively.• Reported directly and maintained good working relationship with Managing Director.• Successfully delivered over 35 strategic change projects with total value in excess of £10m yielding return on investment of £58m.• Managed software vendors and auditors to achieve savings of £41.1m by rectifying or negotiating deployment position.• Delivered projects managing up to 50 FTEs within the largest transformation and datacentre migration programme to virtualise the IBM pSeries sales platforms, LAMP stack, WinTel and firewall platforms.• Consolidated and virtualised the enterprise storage estate from ten storage vendors to strategic partners 3PAR, NetApp & IBM.• Successfully hired and developed 8 dedicated staff for the programme and created competency based interview technique.• Worked with German, French and Portuguese clients on agile project to enable digital mobile phone activation via Java Web platform.• Represented Senior Management Team at store launch of first iPhone.

MDSL are the world leader in producing Market Data and Telecom expense management software. My role was to lead the IT department of three technical staff; implement strategy and project manage new technology. As the IT manager I was responsible for managing the digital software-as-a-service cloud offering and pre-sales representation of services.• Managed all aspects of IT for the company, working on all areas from procurement to projects and installations.• Designed and created two new datacentres built out with Dell Blades, NetApp Fibre Channel SAN and storage using iSCSI.

At Lloyd's Register of Shipping my role was to provide consultancy and project management to the client on behalf of Capgemini. I managed a team of five technical analysts and a budget of approximately £800k to deliver improvement programme work relating to migration of Web Servers, Ship Certification, Marine Tracking and Mainframe Printing from Windows NT to Windows Server 2003.• Provided professional services project and infrastructure consultancy to client working on behalf of Capgemini.• Delivered six technology projects mainly replacing end-of-life Operating Systems with total budget of around £800k.

As a technical consultant in the London support team, I was contracted to provide executive partner early-life support and improve understanding and experience of the 85,000 workstation rollout of the new Global Desktop Replacement Programme. • Liaised with and supported partners and fostered good working relationship with executive team during transition.• Worked with on-site partner Dell to arrange and manage replacement of VIP computers ensuring seamless experience.

As both the senior analyst and deputy infrastructure manager I was responsible for a team of up to seven analysts and a department budget of approximately £1m. In parallel with managing and supporting the existing infrastructure, I also led projects to deliver new IT and business systems, maintaining the security of all corporate systems and introducing new internet and e-mail.• Directly reported to Head of IT• Selected, installed and created the organisation’s first Ethernet Local Area Network and decommissioned Token Ring.• Installed resilient Firewall devices and gave the organisation access to the Internet.• Attended numerous training courses including PRINCE2 Foundation and PRINCE2 Practitioner.• Worked once a month on the front line with Young Offenders providing structured discussion and mentoring.

Bromcom Computers produces wireless electronic registration products for schools. As IT Manager, I managed a team of two juniors and three work experience placements, maintaining and developing the company infrastructure and networking. I managed projects to install new wireless networks within schools and local education authorities including piloting and installing complete network solutions for Birmingham, Islington and Kingston Local Education Authorities.• Directly reported to Chief Executive Officer.• Successfully created and built an IT department from scratch.• Managed all aspects of IT for the company from procurement to installations.• Created, fitted-out and equipped a proper Server and Communications Room.• Installed 802.11b Wi-Fi networks for Birmingham, Islington and Kingston LEAs.• Mentored and developed six 16-18 year olds, including one who became IT manager at Bromcom ten years later.

Angela Mortimer PLC is a multi-national secretarial recruitment agency based around five offices in the United Kingdom. I was responsible for managing a team of five and building and developing an IT department to serve the 250 staff based in the London offices.• Directly reported to Finance Director.• Successfully created and built an IT department with expert input from consultants.• Managed all aspects of IT for the company from procurement to installations.• Installed the company’s first Local Area Network.• Removed 180 modems and associated analogue lines replaced with central leased line, saving around £50k per annum.• Created call-logging helpdesk system for employees.

Fidelity Investments is the largest independent investment company in the world. As a member of the Desktop Support Team, I provided both remote and direct technical support for PC users as part of a team of 10. • Reported to Desktop Support Manager.• Key contributor to Fidelity’s first Disaster Recovery Plan.• Worked on Millennium Readiness Plan

I worked for SIRA Test & Certification (now CSA International) as assistant to the head of IT. Shortly into the contract I was asked to take over the running of all day-to-day PC, network and server support, acting as the interim IT Manager for the head office.• Directly reported to Finance Director.• Fixed ADSL diallers, saving around £10k per year on unnecessary call costs.

Successfully won contracts with Thomson Training and Simulation (now part of Thales Group) and the Australian Submarine Corporation to produce helicopter and submarine technical documentation for sale from internal information. • Helped to create small business with two partners.• Created manual for Walrus-Class submarine simulator for ASC to use for the Submarine Command Class for the Royal Australian Navy.• Created manual for Lynx Mk3 Helicopter Simulator for undisclosed client.

I spent three months working at Whittington Syndicate Management / Cuthbert Heath Underwriting as a junior member of the computing team. I assisted office staff with technical issues and managed batch jobs on the AS400.• Managed AS400 Batch Jobs• Provided technical support