Automated project portfolio reporting across a c.20 project portfolio, using SharePoint and Microsoft Power Platform to save c.5 days of manual processing every month for the PMO.Delivered a Forecasting and Stock Management analysis platform built across Anaplan, Azure integration services, and PowerBI with c. £2-3M annualised tangible benefits that remain on track.Implementing a future proof data and analytics platform on a Microsoft Fabric architecture to enable the business to be at the cutting edge of Enterprise analytics and use of AI in data, accelerate insight, and engage and empower business users.

Directing the daily management, and finances of the organisation, as well as the development of long-term plans and strategy with other Board Members. Established the effective governance of the NGO to meet its statutory reporting obligations. Procured effective accounting and legal services in Lebanon at lower cost with better service.Migrated the organisation to Microsoft Office 365, established effecttive governance and successfully drove 100% SharePoint and Teams adoption.

Delivered bespoke training for a Jersey utility company to build a solution that automated an existing business improvement request process to make it more effective, efficient and transparent, using the Microsoft Power Platform.

Directing and managing a £4M, c. 20 man project to bring both the local branch of a Swiss banking group and its sister trust company in line with the GFSC’s new AML Handbook.Established a pan entity governance structure, led by a steering committee chaired by the branch CEO, and with the regional Head of Risk.Built a project team, successfully onboard them, and, through facilitated workshops, designed a process and solution for the review workflow, within 2 weeks.

Directed a c.£6M turnover, end to end technology services company, with 50 staff; providing advisory services across the spectrum of technology and change, including developing Microsoft business solutions, and running 24/7 365 ongoing IT services, to international clients in the finance, public and gaming sectors.Developed a group wide operating model for the 200 man pan-island group that integrated previously siloed teams against an ITIL v3 framework and ISO-20000-1 standard, leading to greater staff satisfaction and improved performance.Recruited and built a junior management team capable of driving service improvements against a backdrop of a complete change in the senior management team.Recovered the project to bring to market a Group wide £1M pound Cloud platform, offering next generation virtual infrastructure hosted locally, and data backup as a service.

Promoted to lead all professional services delivery across change but also software development and business intelligence in Guernsey. Led a team of c.25 billable consultants during the company’s acquisition and the departure of several of the senior management team.

Built the largest team of 11 qualified and experienced project managers and business analysts across Guernsey within two years. Led business development work in the finance sector to grow from nothing to over £1M annual revenue, in less than two years.Managed an international $1.5M IT implementation project for the systems to support over $20bn of bond issuance for a corporate financing entity of a major international banking group.Managed the operations and IT work streams for an international project to sell Monaco and Gibraltar branches of an international bank, including the transfer of hundred of customers and $Ms of securities to the purchasing bank under strict commercial and legal terms.

Interim role to develop the Business and Commissioning Intelligence service of 16 analysts and support staff, within a directorate of Warwickshire County Council.Developed performance and management information dashboards for the directorate, from end to end, including design, data analysis and visualisation, and systems integration.Developed a cloud-based solution to deal with ad-hoc intelligence requests for the Business and Commissioning Intelligence team, providing, for the first time, the management information to understand their work, ensure requests were met and followed up for customer feedback.

Interim role to lead a programme of analysis on the needs of the population of Warwickshire, alongside commissioners in local authorities and health who had a combined budget in excess of £1bn.Built a Project Management Office (PMO) including a robust project governance, approval and prioritisation process that captured for the first time the work required, ensured resources were allocated effectively and monitored progress. This produced the analysis and recommendations that informed Warwickshire’s first Joint Health and Well-being Strategy; all through project teams of c.10 indirect reports.

Interim position to run the affairs of members of the Royal Family, including much of the role of the Private Secretary, during the period of the Diamond Jubilee and London Olympics. Led the successful delivery of a complex operational programme, involving over 350 national and international engagements a year, in an important year in British history.Developed and maintained relationships at the highest levels of political, civil, commercial and military society to support the patronage of Their Royal Highnesses and the organisations they represent.

Delivered £1.1M savings for 2011 P&L (13% approx.) on annual fleet leasing and management spend in six months for a multi-national facilities management firm, through supply chain rationalisation, exceeding a target of £352K by over 100%.Re-designed a multi-national facilties management firm division’s fleet operating model, implementing robust SLAs with key external, and internal, suppliers and streamlining the flow of useful management information; resulting in improvements in service delivery.Designed a performance management and KPI monitoring system, as part of the roll-out of a new account management process that effectively segmented and prioritised global accounts for renewal for a world leading online trend-analysis and research service company.

Full Time Masters in Business Administration

Extended commission at the Army’s request to fulfil this role in a new organisation responsible for arrival, in-theatre training and onward movement of British troops deploying in Afghanistan. Created and led new Air Transport Liaison Team spanning six countries, co-ordinating a flexible and responsive approach to the movement of over 6,000 personnel.

Leader of a 50 man team providing IT and communications capability to a mobile organisation of over 1,200 men and 600 vehicles.

Principal assistant to the man in charge of over 6,000 UK troops in Southern Iraq, during a period of a change in strategic direction and the most intense conflict since the invasion in 2003.

Led and managed up to 20 armoured troops operating both on tanks and dismounted roles and managed the maintenance of assets, including armoured vehicles worth more than £18 million.