To support the T&T team, and the wider organisation, for the benefit of the customer and our T&T deliveries.

Transition Management for EMEA, including TUPE, ARD, and Transition of serviceTransformation management of 3 main workstreams for the first time outsourcer. Cross functional Tower – Delivering 3 new global service desks, implementing SNow and all associated toolsets.Applications Tower – Delivering 18 standardised OS, and >150 standardised Applications via SCCM and also implementing Bomgar.Infrastructure Tower – Delivering 6 new Data centres, Remote server take on across the globe including monitoring solutions, Server centralisation and migration, Implementing Storage as a Service, 2 Private Bizclouds, and 4 instances of Agility.

Transition Manager for a Major Public Sector ClientOverall Transition management of 4 workstreams covering multiple client locations.Those workstreams includeGovernance WorkstreamPeople Management WorkstreamRelationships WorkstreamOperational Readiness Workstream

Migration work-stream management of the server migration programme, and the Exchange 2013 Email programme.Server Migration ProgrammeFull responsibility for the migration of client infrastructure into the cloud.- Detailed discovery of full estate- End to end plan generation for migration of over 800 P2V and 1600 v2v migrations- Direct management of 6 Project managers, 7 Architects, and workstream management of over 40 team members- Profit and Loss responsibility for over £6mExchange 2013 Email programme.- Replacement of Microsoft exchange and migration to cloud infrastructure- Programme management of the stand-up of 2 new data centre instances of Microsoft exchange 2013, on a mixed cloud and physical infrastructure – Budget circa £7m- Direct management of 3 Project managers, 3 Architects, and workstream management of over 30 team members- Profit and Loss responsibility for over £10m

Programme Management of data centre migrations, from legacy client sites into CSC Data Complex.This included the migration to cloud technology, physical migrations, P2V and redesign.It also included the management of third party application vendors both on and off shore.

Working to CSC Catalyst methodologies.As the Transition Executive I have led the Transition Team and am responsible for the successful delivery of all transition contractual milestones within the budget established in the final, approved bid and to the very tight timescales set by the customer. Specifically the overall management of a transition for a defence contractor, managing the end to end migration from customer sites into two CSC Data Centres, the movement to Leveraged resources for all support teams, and delivering an overall 15% cost reduction to the client.The transition consists of the management of 2 time bound, high focus programmes of work, which I also Programme Managed.• Service Transition and Transformationo Management of 4 Project managerso Management of a delivery team of circa 20 peopleo 11 Projects covering Circa 8000 Man hours effort• Data Centre Migration o Hands on Programme Management of the programmeo 4 Projects covering Circa 45000 Man hours efforto Day to day management of 4 Project managerso Management of a delivery team of circa 30 peopleData Centre Migration Programme Manager – February 2012 to August 2012Working to CSC Catalyst methodologies.The Programme management of data centre transition for a secure defence contractor, managing the end to end migration from customer sites into CSC Data Centres. The programme consists of 3 projects• Network o Over 2000 hrs effort o Extension of a restricted network into 2 CSC Data centreso Delivery of point to point stretched secure layer 2 network• Applications o Over 12000 hrs effort o Management of the configuration of over 150 serverso Physical to virtual migration of over 50 serverso Virtual to virtual migration of over 100 servers• Infrastructure o Over 34000 hrs effort o Delivery of 2 new Data Centres, to ITAR and MOD requirements o Lift and Shift of over 200 physical serverso Delivery of new Virtual infrastructure, SANs and Backup infrastructure

The Programme management of data centre transition for a defence contractor, managing the end to end migration from customer sites into CSC Data Centres.The programme consists of 3 projects• Network Over 2000 hrs effort Extension of 3rd party network into 2 CSC Data centres• Applications Over 12000 hrs effort Physical to virtual migration of over 50 servers Virtual to virtual migration of over 100 servers• Infrastructure Over 34000 hrs effort Delivery of 2 new Data Centres Lift and Shift of over 200 physical servers

Working to CSC Catalyst methodologies.The Project and Programme Management of application development of the Lorenzo system for the NHS. Managed two simultaneous projects from Initial scope creation with the Client, through the end to end management lifecycle of a client facing software projects.Specific projects included,• Lorenzo Disconnected Mobile Working (July 2010 – to Date)o Over 8000 Man days effort o Delivery of an offline clinical solution for healthcare professionals to use within patients homes / at the point of care.o Offshore development and technical design managemento Onshore subject matter and functional design managemento Client management including using expert reference groupso Supported the sales process by providing solution demonstration events• Lorenzo Child health Over (July 2010 – to Date)o 5000 Man days effort – Project put on hold during initiationo Delivery of Child health functionality within the Lorenzo solutiono Offshore development and technical design managemento Onshore SMW and functional design managemento Client management including expert reference groups

April 2005 to Present - CSC Computer Sciences LtdLine Management – March 2008 to presentI have taken on the line management of 8 members of staff, this includes annual / quarterly reviews and career development.iSeries Application Manager – August 2007 to March 2011Working to CSC Catalyst methodologies.This role incorporates the Project and Programme Management of application development of the patient administration system for the NHS, which covers the end to end management of client facing software projects.In addition I also chair an application board, which is the central point for information into and out of the product team from the various teams. Key responsibilities: • Programme Management of 4 Application release managers • Focal point for all application and release issues• Matrix Management of Project teams of up to 25 people• Reporting to senior managers on the project boards, and to NHS trust boards• Managing external off shore suppliers • Project financial responsibility of over £3M• Risk & Issues ManagementDeployment Project Manager - April 2005 to August 2007Working to CSC Catalyst methodologies. Key projects included:End to end management of client facing NHS projects, deploying patient administration systems and Digital X-Ray technology within the Cheshire and Merseyside area, assuring all projects are delivered on time, to cost and quality measures, using Catalyst QA methodologies. Key responsibilities: • Matrix Management of Project teams of up to 25 people• Reporting to senior managers on the project boards, and to NHS trust boards• Managing external suppliers • Project financial responsibility of up to £5M• Deployment Management• Risk & Issues Management

MI Programme Manager March 2004 to date I managed all Management Information projects and developments, providing synergies and additional benefits to any MI development.I assured all projects are delivered on time, to cost and quality measures.Through workshops with the business remove historic low benefit processes, and provide automated solutions to there MI needs.

Senior Information Consultant February 2002 to September 2003 My primary responsibility was the provision of sas infrastructure for both the intranet and desktop development, this involved creating scripts and programs to extract data and provide analysis to all levels of the Business. The Daily, Weekly and monthly updating of a Solaris based sas data warehouse, from sources such as mainframe, flat files and oracle databases. This included creation of ETL code for new / changing data sources, including coding efficiencies. Creation of ad hock reports using base sas, sas macros, sas graph, ODS and html coding to create custom reports in Excel, Word, HTML or PDF outputs.I was also responsible for the creation of strategy documentation on both hardware and software for information delivery across the Healthcare business.Additionally I was able to provide focus and support to the business areas that were trying to get benefit from the company’s data.

SAS / Unix Manager March 2001 to January 2002.The day-to-day role was the support and provision of sas to key areas within the business. This includes the maintenance and installation of 2 Solaris Sun Enterprise 450 servers running sas with data distributed across both, and the desktop support of over 50 sas users / programmers over 3 locations and 2 continents.