As Interim Head of Service, I reviewed IT strategy / operating models and led development of IT Strategy and Projects as a new centralised corporate service with the capability and capacity to deliver IT / Digital programmes / projects across the Council in line with best practice management and governance models. This included:- Definition and on-going delivery of an IT Improvement Plan- Review of Cloud strategy and re-boot of a dormant but time critical project to procure cloud services and migrate on premise services to the Cloud - project budget £3.1m over 4 years- Delivery of costed recommendations for a target operating model, structure and sourcing options- Establishment of an IT Programme Office- A Council wide discovery exercise with Directors / Service Heads to develop a single portfolio view of all IT/Digital projects as the basis for forward governance, prioritisation and resource allocation - Initiation and resourcing of priority projects to deliver Business Intelligence, a new IT Service Management Tool and transition of the corporate HR system to supplier managed hosting. - Transfer of Digital (Agile) development and Desktop Modernisation programmes from the business into IT Strategy and Projects.

Management, delivery and continuous improvement of IT technical services, ensuring alignment with Council objectives, leveraging technology innovation to drive service transformation whilst providing value for money and high levels of day to day service availability, performance and reliability. • Service and Performance Management of corporate IT services delivered to over 3,500 staff. • Design and delivery of IT technical strategy, architecture and operating models.• Development / support of IT infrastructure – data centres, networks, user devices, software.• Telecoms management – fixed and mobile telephony, contact centre systems, virtual switchboard.• IT and information security – policy definition and implementation, compliance, data protection.• Print Services - an income generating print business with annual turnover of £2m per annum.• Procurement / management of IT contracts and suppliers, including strategic outsourced services.• Management of transition from outsourcing to in-house provision.• Design / implementation of the in-house operating model, staffing structures and processes. • On-going management and development of an internal team of over 50 staff.• Financial management of revenue and capital budgets totalling over £10 million per annum.

Responsible for a systems development / support team of over 70 staff, I focused on improving the performance of the service whilst delivering a new systems development programme alongside on-going upgrade and maintenance of legacy systems.

Working in management and consultancy roles, I helped blue chip clients realise business improvements through process transformation and design/delivery of enabling IT solutions.

The authority provided fire rescue and emergency planning services for the Greater London area. I was responsible for management and development of the information systems required to enable planning, co-ordination and delivery of the authority’s services.

Etam was a nationwide fashion retailer with over 250 outlets and turnover of £220m per annum. I was responsible for systems development / support, technical services, network management and user support.

I pioneered introduction of data warehousing and business intelligence systems, enabling capture and analysis of in-store stock and sales data to find new ways of improving sales through promotions, offers and marketing campaigns.