Working with a private equity house to deliver a technology separation strategy and programme of delivery for a corporate carveout consisting of four acquisitions (Peregrine, Veredus, Conexia and 33) in the recruitment and employee engagement sector.Key Outcomes Delivered:• Developed a technology separation strategy, delivery plan and financial budget.• Identified through a formal RFP process a new suite of providers and technologies to transition our services to.• Delivered the separation programme (on time and within budget) including a new HR and Finance (ERP) platform, outsourced payroll, BACS payment solution, Azure and AWS cloud hosting migration, Office 365 migration, end user device migration, ITAM migration, onboarding of a new IT Managed Service Provider.• Delivered a business specific digital transformation strategy to improve candidate engagement, automate onboarding and other key processes, reduce costs and simplify the technology estate.

As the Chief Information Officer for a market leading provider of outsourced customer experience services, technology services, and consulting, I led the technology and product function, delivering cutting-edge solutions to a diverse client base across multiple industries including telecoms, non-profit, utilities, financial services, retail, and logistics.. My executive role reported directly to the CEO, crafting and executing a robust technology, digital, data, and information security strategy.My responsibilities included the management of a substantial technology budget and a vast project and programme portfolio, while supporting over 30,000 internal colleagues globally. I led a multi-disciplined team of over 400 professionals across multiple continents, driving major cloud migrations and digital transformations. My strategic oversight extended to information security, risk, and compliance and securing key accreditations (PCI-DSS, ISO27001 and Cyber Essentials Plus) that underscored our commitment to excellence. Through fostering partnerships with industry giants like Amazon and Microsoft, I ensured our technology stack was not only robust but also innovative, steering the product function from ideation to market often leading propositions. My leadership has been instrumental in navigating the company through the evolving digital landscape, unlocking new avenues for growth and operational excellence.

Leadership of the Technology & Programme functions within a portfolio (£0.5b Revenue) of government and financial service contracts consisting of over 5,000 users serving organisations including The Pensions Regulator (TPR), FloodRe, Marsh, Aviva, Royal London and FSCS• A member of the executive team reporting directly to the CEO• Developed the individual Technology strategies and roadmaps for multiple organisations• Led the technology and change function of over 200 professionals• Managed the technology budget (£60m) and change budget (£20m+)• Responsible for the production and delivery of disaster recovery plans and penetration testing across the portfolio.• Implemented several large-scale technology upgrade programmes including migration of an on-premise Microsoft 365 Dynamics service to the cloud.

Leadership of the technology and programme function delivering services for the UK Government’s Department of Work and Pensions, supporting 2,000 users.• A member of the senior leadership team reporting directly to the CEO• Set and implemented the technology strategy for the operaiotnal delivery of a key public service to some of the UK’s most vulnerable citizens• Management of 15 permanent staff and oversight of key suppliers including multiple outsourced software development providers.• Responsible for project and programme delivery, IT budgets and risk and compliance.• Responsible for the delivery of the software development of the mobile clinical assessment applications.

Leadership of the Technology & Programme function for an enterprise level (£0.25b Rev) business with over 3,000 staff operating across multiple geographies, serving clients across the health and wellbeing industry.• A member of the executive team reporting directly to the CEO• Management of 50 permanent staff across all disciplines including service desk, service management, infrastructure, networks, project and programmes and software development.• Led the technology related divestment activity for multiple business units• Responsible for project and programme delivery, IT budgets and risk and compliance.

Responsible for all aspects of IT Service Delivery management for an enterprise level (£0.25b Rev) business with over 3,000 staff operating across multiple geographies, serving clients across the health and wellbeing industry.• A member of the technology senior leadership team reporting to the CIO• Responsible for effective delivery of business-critical IT services to 3,000 staff across 20+ locations• Production of and on-going management of the divisional IT business plan (£6.5m) achieving circa £1.5m of savings over a two-year period.• Ownership of technology risk and compliance including the remediation activities • Provided technical and strategic input to the growth function for enterprise-scale new business opportunities.• Managed the relationships with key suppliers, including off-shore developers, delivering value-for-money IT and adherence to contract service levels.

Created the IT function and business systems for a medium size business (£50m Revenue) providing medical assessment services to the UK insurance industry, • Reporting directly to a board of directors and external investors• Responsible for all aspects of technology and programmes including strategy, systems, infrastructure, application development, support, facilities and information security• Developed and oversaw the implementation of the technology, digital and information strategy• Management of the technology budget (£3m) and change budget (£1m)• Leadership of a multi-disciplined IT team of 12+ staff, split across two UK locations.• Project planning, analysis, development, implementation & resource deployment management activities.• Accountable for technology compliance against FCA, PRA, Sarbanes-Oxley, FAST & general IT and Security controls• Recruitment, appraisal, training, development and coaching of key business support staff & personnel.• Managed relationships with key suppliers, including off-shore developers, delivering value-for-money technology

One of 15 employees selected from across the Hooper Holmes group to work alongside McKinsey consultants to undertake a full scale review of the operating model, processes and costs across the business. I was assigned to Finance, HR, Facilities and Technology functions. During this period over £20m of potential efficiencies were identified and delivered.