Led successful recovery of struggling platform business, delivering insurance Policy Administration, no-code/low-code New Business and Underwriting solutions to clients across EMEA. A significant change programme involved operational improvements, team “right-sizing”, stringent financial management and rebuilding client relationships. Oversaw all aspects of the day-to-day business, including client delivery, modernisation, new business development, forecasting, budgets and P&L management. Introduced business-wide portfolio and programme planning across 120+ professionals, improving communication and visualising the interdependencies between teams. Rebuilt customer trust and relationships through re-baselined client agreements. Transitioned the delivery model from legacy ‘on-premise’ solutions to use cloud technologies, offering SaaS, PaaS and private cloud options. Established a Support team, created a PMO, structured the DevOps function, refocussed Account Management and defined a new UK Delivery Model.Managed an £8m client delivery portfolio for top-tier clients, including AIG, BGL Group and Metlife.Transformed a loss-making business into one delivering 40% margin and 20% net profit, reducing costs by over £2m per annum.Significantly improved Net Promoter Scores (NPS) to an average of 8.Eliminated over 90% of quality issues through effective planning, automated testing and an improved quality management process.Reduced Support backlogs from hundreds of aged tickets to an average of 20 tickets, less than 10 days old, via new ITIL support methodology.Resized the team from 120 to 90 members, improving utilisation from 60% to over 85%.Introduced strong performance management and succession planning.Delivered a library of product integrations, including SalesForce, Experian and more.Member of UK Senior Leadership Team, working closely with the SVP for Europe to drive business growth and define the OKRs and KPIs for success in the region.

Created and led the Enterprise PMO (EPMO) to integrate and oversee the PMO functions of three disparate businesses following their acquisitions. Worked across five delivery centres located in London, Stockholm, Athens, Bucharest and Las Vegas. Responsible for overseeing all client deliveries, leading the company-wide Scaled Agile transformation, managing global resource allocation and harmonising the business-critical systems. Responsible for launching new facilities in Krakow and Bangalore, overseeing the associated cost and performance management.Chaired Portfolio Planning Meetings, covering all projects and programmes. Retained all responsibilities of the Head of Portfolio and Programme Management role at OpenBet. Managed client delivery programmes.Built a PMO team of eight people, including two Release Train Engineers and a resource manager.Successfully implemented a Scaled Agile Programme, educating over hundreds of professionals in SAFe.Organised eight multi-day Programme Planning events per year, involving 350+ contributors and 40+ business stakeholders, including offsite events with over 200 attendees and 150+ remote participants.Pioneered the move to remote planning events, saving the business over £150k per event.Consolidated JIRA instances and redefined JIRA usage with Agile plugins to maintain a portfolio view, tracked via management dashboards displayed around the office.Partnered with an external business to build the Krakow office, defining roles, price points and overseeing the hiring process. Established a professional services model with a 50% margin.Led a programme to consolidate the business intelligence platforms, ERP systems and resource management tools from across the three businesses, resulting in improved efficiency and visibility.

Led the Openbet delivery portfolio and resource management for top clients such as William Hill, Paddy Power and SkyBet. Oversaw all project management governance. Developed and implemented the project management education programme. Responsible for the performance management of the PMO team.Managed the Business Intelligence programme, overseeing in-house resource management and data warehouse solutions, while serving as a product owner for the ERP system.Defined and tracked KPIs and margin targets to ensure that delivery teams met their objectives.Chaired the investment board, ensuring that all projects had qualified ROI and success criteria.Directed business resources to the most profitable activities by leading the Portfolio Planning Group and maintaining alignment with business goals.Chaired the Critical Project Review, recovering several struggling projects by reallocating resources and supporting teams with the client communications.Provided functional and line management for the project management team, acting as the point of escalation for any client delivery issues.Played a key role in RFIs, RFPs and showcase demos, contributing to OpenBet’s market dominance.

Led the Sportsbook change programmes for clients such as William Hill and Ladbrokes, transforming each to adopt Agile methodologies. Responsible for all aspects of delivery and account management. The solutions typically included full SDLC Sportsbook implementations, featuring the rule-based trading and liability engines, presentation layers, open APIs and responsible gaming capabilities.Increased team efficiency and output to over 80% utilisation, while introducing new teams in the Athens facility, reducing costs by more than 20%.Successfully delivered annual revenues ranging from £6M to £12M per client.Managed over 60 matrix resources for multiple workstreams, transitioned to daily software releases and played a key role in contract negotiations and strategic planning.Appointed leader of the PMO steering board, consolidating governance practices.

As a Senior Project Manager at OpenBet, I took charge of the Rank account, leading a team to manage projects for top clients like Tote, Mecca and Grosvenor Casinos. I oversaw the full project lifecycle for the Sportsbook software, including post delivery care and client satisfaction.

Delivered mobile telephone network management software solutions through the full SDLC. Managed projects for tier 1 telecommunications clients, including T-Mobile, Orange and MTS.Achievements included successful global deliveries, completion of the IBM Project Management education program and participation in the IBM Fast Track scheme for high performers.Provided technical expertise for pre-sales, enhancing product showcases with in-depth technical insights.

In my role as a Technical Consultant at Trintech, I was responsible for managing the design and delivery of end-to-end solutions for Point of Sale card transactions. I worked closely with clients like Citibank and Visa to develop integration software that seamlessly connected with their banking systems. My role involved extensive travel throughout EMEA and North America, where I successfully turned several problem customers into reference-able clients. Utilising technologies like SQL Server, Oracle, Linux and Java, I ensured smooth integration and client satisfaction.

In my role as a Software Engineer at Ascent Technology, I was responsible for developing integration solutions between Sage/SAP and a suite of warehouse management hardware devices. Part of my role involved attending conferences to influence the company's choice of future technologies, and designing a test suite at Intermec to showcase their product suite.