Hammerson is an owner, manager and developer of retail destinations in Europe. Our portfolio of high-quality retail property has a value of around £10.6 billion and includes 22 major shopping centres, 15 convenient retail parks and investments in 20 premium outlet villages, through our partnership with Value Retail and the VIA Outlets joint venture.

Member of the Exec board, responsible for Tech Operations, Tech Development, Tech Change and Digital Development functions.• StrategyDefined, created and evolved the technology strategy and the supporting teams. Responsible for the strategic vision and delivery of both the MIC technology roadmap in alignment with the business strategy and supporting initiatives. Part of the team responsible for evaluating and securing new private equity investors and subsequent due diligence. • OperationsFully accountable and responsible for all technical platforms, processes and systems. Supporting 250 head office staff, with desktop & infrastructure support, website & microsite build and maintenance and CRM build and maintenance. Implemented strong multiple security systems and processes reducing cyber threats. Achieved Cyber Essentials Plus certification. Highly successful office relocation performed within 48 hours with no incidents. Removed all technical debt highlighted within the PWC PE due diligence report. • SystemsMigrated business to the cloud, introducing Office 365 and AWS services, drastically improving uptime and reducing risk. Stabilised incumbent in-house .net CRM reducing downtime by 64%. Conducted a scoping and vendor exercise to source a new CRM – Salesforce (a £2 million project). Built a Salesforce CRM with 12 integrated microservices and telephony. Created new SQL data warehouse allowing improved reporting via Tableau. Delivered multiple new web sites and microsites. • PeopleLead the Tech Operations, Development, Change and Digital Development functions. Insourced and created a new digital development function bringing back in key technical knowledge. Management of all key IT third party supplier, vendors and internal business stakeholders. Achieved a 2* Times Top 100 best companies to work for.• FinanceFull Operating and Capital Expenditure budget creation and management with monthly reviews. Budget responsibility of £4m.

• StrategyJustified, created and grew the technology function, and the team. Responsible for the strategic vision and delivery of the itsu technology roadmap in alignment with the business strategy and supporting initiatives. A member of Julian Metcalfe’s innovation team.• OperationsFully accountable and responsible for all technical aspects at itsu. Supporting 72 UK locations, from in-store technologies to all head office supporting infrastructure and services. Ensuring we provide our customers with the best possible experience. • SystemsImplemented a new EPOS & payment platform throughout the estate (reduced transaction time by 33%) in conjunction with a new stock and back of house systems (Reduced processes by 30%). Achieved & maintained PCI accreditation. Opened 26 new stores. Created & rolled out new hot & cold production screens. Working closely with Julian Metcalfe, delivered a new digital menu solution across throughout the estate (winning an industry award). Migrated infrastructure stacks to the cloud (saving £150k p/a). Provided a strong data warehousing solution to the business, virtualised the telephony solution, delivered a new itsu website and app and helped support the launch of itsu delivery. Migrated all of the business to the cloud – including Office 365 services. • PeopleRecruited and grew IT Service Desk, Platform Support, Infrastructure team from concept with a mixture of in/outsourced support. Management of all key IT third party supplier, vendors and internal business stakeholders. Transformed underperforming critically failing third-party vendors. 3* team rating in the 2016 Times Top 100 companies.• FinanceFull Operating and Capital Expenditure budget creation and management with monthly reviews. Budget responsibility of £3.5m.

Reported to the Global VP of IT and EU Finance Director• Evaluated and completely restructured the European IT department.• Transformed offering from a reactive to a well-respected, proactive value-add service.• Implemented standard operating procedures and supporting policies. • Completely transformed the infrastructure into a highly available fit-for-purpose solution.• Implemented an ITIL framework approach and processes (Incident, Problem & Change)• Renegotiated and strengthened supplier contracts saving £105,000 p/a. • Directed the successful global Microsoft O365 migration (e-mail, messaging & coms).• Directed the successful global Service Now service desk implementation, including SLAs.• Directed the implementation of globally aligned IT budget, delivering efficiency and strong ROI. • Key player in the successful implementation of NetSuite ERP. [Headhunted to work for ITSU]

Reported to the Group Operations DirectorResponsible for the IT for all the LOVEFiLM group Offices, Distribution Centres and Data Centres across the UK, Germany & The Nordics.

Reported to the Chief Technology OfficerResponsible for the IT for all the LOVEFiLM group Offices and Distribution Centres across the UK, Germany & The Nordics.• StrategyCreated IT from concept and scaled function to meet fast-paced business growth.Responsible for the strategic creation and delivery of the LOVEFiLM IT Operations roadmap, business continuity, risk and disaster recovery. Defined and coached individual team member's quarterly performance related goals in alignment with business goals. • OperationsResponsibility for the day to day technical operations of the LOVEFiLM IT Service Desk, Network and IT project teams supporting over 600 internal users across eight geographical locations. Responsible for LOVEFiLM telecoms, operational servers, desktops, laptops and mobile devices & Cisco network supporting the LOVEFiLM websites and all internal systems at LOVEFiLM and the Amazon Development Centre London. Strong third party & vendor management was required.• SystemsVirtualised and migrated physical environment, creating high availability and increased uptime. Including a migration to Office 365 with Mimecast services. Implemented an ITIL based toolkit introducing a Technical Services Catalogue, SLAs, Change, Incident, Problem, SLM and Configuration Management to the business. Member of the core project team responsible for platform migration to Amazon infrastructure. Member of the CAB, policy and PCI teams.• PeopleRecruited and grew IT Service Desk, Network, Digital Platform Support and IT Project/BaU teams from concept, with the responsibility for 14 direct reports, restructuring to three, with a total team size of 21. Management of all key IT third party suppliers, vendors and internal business stakeholders. • FinanceFull Operating and Capital Expenditure budget creation and management with quarterly reviews. Budget responsibility of £5.5m.

Reporting directly to the CTO, I was responsible for Information Technology within the ColArt Group for the UK. I had four direct reports supporting over six company locations with a user base of 700. My role required me to be very hands on, dealing with all Sever Administration and 3rd line support. Project and budget management were also key tasks in this role. I made several departmental changes and process improvements which drastically improved the functionality of IT within the organisation. Successfully project managed the company’s migration over to a VMware platform. Mentored and supported IT staff providing the business with a much improved service. Performed CTO activities due to extended CTO sickness.

Working within the 24/7/365 Sirocom Network Operation Centre, supporting external business networks across the globe. Carrying out remote diagnostics, tests and monitoring to ensure a high level of service. Worked to strict contractual SLA's. An exceptional level of communication and troubleshooting skills were required.

Working as Senior IT Support Technician within the European IT Support Helpdesk, supporting over 3,500 internal staff across Europe. Heading up the IT Support team of eight for all Head Office based employees and remote users, fault finding on PCs, laptops, servers, Citrix thin clients, printers and networks. PC builds, training, manning and managing the rota for the European IT priority helpdesk. Key player in supporting the business’ need to adhere to Sarbanes–Oxley. Project managed the international roll out of HEAT with new SLAs. Out of hours on call support, backups, regional PC clinics, router maintenance, project managed Domino to Exchange migration, ACL administration, domain migrations, Active directory maintenance, created comprehensive user documentation, FTP & Exchange administration, managing office telecommunications and suppliers.