Appointed to this role to support the company’s acquisition and structural reorganisation strategies, with responsibility for acquisition integration and group-wide enhancement programmes. • Integrated IT systems, operations, business processes and people into the business following the acquisition of a Dutch software reseller, supporting our European growth strategy and adding 3000 users to the customer base• Decentralised the Client Services division by migrating business processes and people into specific commercial business units, improving market focus; designed and implemented consistent group wide monitoring and reporting• Identified and introduced significant enhancements to the company’s aging finance, management reporting and expenses systems, providing system reliability and greater visibility of company performance; persuaded a cautious CFO of the best approach and negotiated appropriate third party supply agreements during the process• Outsourced hardware fulfilment and inventory management, halving administrative overhead • Led the operational due diligence process during the successful acquisition of a Californian document management software developer, supporting our US growth strategy• Led several office refit projects involving internal and external stakeholders in support of structural reorganisation• Implemented the Salesforce Chatter enterprise social network globally, now used as a key collaboration tool across the group

Promoted to the Management Team to lead the newly created Client Services division with responsibility for previously disparate Project, Implementation, Training, Support Desk, Information Security and Facilities teams. Managed more than 30 staff and introduced operational improvements within an annual OPEX budget of £1m. Accountable for operational and service excellence, optimal productivity and client satisfaction during which customer user numbers grew by over 80%.• Transformed the division by introducing new processes and procedures, KPIs, resource efficiency metrics, related targets and greater visibility, resulting in a 60% increase in staff productivity• Introduced the concept of billable time, improving focus and contributing to a doubling in the sales of service days• Led the group wide implementation of ISO27001 information security standards in role of ‘Head of Risk’, facilitating the award of multiple NHS contracts; advised on appropriate policies and procedures, implemented the first ever company DR strategy and steered the business through several successful audits with zero non-conformances• Introduced the Net Promoter Score methodology for rating customer satisfaction, consistently achieving scores >50 (considered excellent), achieved the Institute of Customer Service (ICS) ServiceMark accreditation with a ‘World Class’ score of 85 and won the 2012 KnowList legal technology award for Best Customer Service• Introduced ITIL best practices to a disorganised Support Desk, reducing abandoned calls from 11% to 2% and increasing cases closed within SLA from 74% to over 98%

• Outsourced the IT services and in house SaaS infrastructure to a datacentre following a tender process, providing increased information security, reliability and reduced administrative overhead• Directed the implementation of several key systems including SalesForce CRM, desk phones, smart devices, time recording, staff scheduling and the customer support portal on time and on budget• Integrated customer support systems, processes and people into the division following the successful acquisition of an industry competitor which added an additional 14,000 users to the customer base

Promoted to this role with responsibility for overall project delivery during a period of expansion into the North American legal and UK Healthcare markets.• Professionalised the department, replacing previously immature ad hoc project management processes and procedures with a structured approach modelled on the Prince2 methodology, still in use today• Managed successful digital dictation pilot projects at the company’s first large North American legal and UK Healthcare clients, including Foley & Lardner LLP and Airedale NHS Foundation Trust, leading to the sale of rollout projects and the establishment of the company in these markets• Built, managed and led a global team of project delivery staff, supporting the company’s international growth • Trained and supported a number of Value Added Resellers in both the US and Holland, designed and implemented appropriate monitoring and reporting processes

Joined BigHand, a company of approximately 20 staff at the time with a client base composed of small to medium law firms, with focus on converting key commercially important pilot projects into established rollouts.• Managed successful digital dictation pilot and subsequent rollout projects at firms including Eversheds, Linklaters and Addleshaw Goddard, which as a result became the first large law firms to join the company’s client list

Won this role with responsibility for implementing a staff scheduling system to multiple European offices.• Worked successfully with staff of all levels of seniority and specialism, overcoming language and cultural barriers

Promoted to this role to assist with the management of a 20 member IT support team supporting over 2000 end users.• Project managed the purchase, installation and distribution of desktops and laptops for the annual graduate intake

Invited to join the Firm full time, following a 3 month contract, to provide IT support to the London office. • Selected to provide IT support on a special client audit project at the Zurich offices of Credit Suisse

Invited to join the department of Biomedical Sciences following the completion of my Masters degree. • Co-authored paper on the efficacy of pain relieving drugs, published in the Journal of Pharmacology and Pharmacy