Led the redesign of Waste-Water field operations, enabling >25% improvement in performance efficiency and significant uplift in service.

Led delivery of new mortgage platform for one of UK’s biggest Building Societies, re-engineering interfaces that allowed brokers to connect through reusable digital interface.

Led the closure of a retail and intermediary bank. This €250 million initiative required significant stakeholder management to downsize and exit c. 800 employees.

Led the shaping of the Asset Optimisation Programme, a significant change activity transforming the way the business manages and maintains its huge and complex asset base

Led the transfer of failing HR services for multiple hospital Trusts from external to alternative outsource providers.

Mobilised the PMO for an ERP finance transformation programme to support the delivery of a global, cloud-based ERP solution.

Recovered struggling portfolio by applying our toolset and working intensively with the Exec Board to clarify the outcomes, re-align the portfolio and establish the right PMO and controls.

Mobilised and ran the Application Rationalisation programme, enabling reduction in the application estate by over 600 applications, saving c. $17m annually.

Led design of digital services, now accessed annually by over 1.5million people, as part of UK Government Digital Services ‘Exemplar’ Digital Delivery Programme.

Established control of spend with incumbent partners and suppliers by implementing process, governance and contractual changes whilst maintaining good working relationships.

Established and led the programme of foundational activities as part of the Digital Transformation agenda for the client

Led a joint team to develop replacement pensions platform services using a hybrid Agile approach, which was further assessed, improved and used on other similar programmes.

With the Divisional Exec team, established agreed change leadership competences, designed and ran the programme to uplift as part of an overall transformation programme.

Led the delivery of a cross-European harmonised ERP solution supporting manufacturing, supply chain and plant maintenance.

Supported Digital Transformation of a Global Bank’s Open Banking programme, providing full PMO Services and ensuring regulatory compliance.

Delivered global eCommerce & ERP re-platform and builds for Europe, North America, Australasia. Led programmes to map the customer journey processes, existing and Target Operating Model. Delivered B2B and D2C eCommerce platforms managing end to end fulfilment, pre and post sales processes. Delivered global digital marketing strategies for SEO, Content, PPC and Social Media.

Assessed and improved the portfolio planning team that managed over 200 projects by scoping roadmaps, defining the right governance, planning demand and assessing risks.

Developed the omni-channel strategy for a major UK retail bank. Managed a team of channel and product experts, successfully delivered omni-channel activities that merged digital and retail experiences helping the client deliver significant cost savings and increase revenue.

Led set-up of a new regulated insurance business. $250m initiative covering business case, regulatory approval, processes, IT solutions, recruitment and customer on-boarding.

Built the case for infrastructure investment due to outage issues; gained support of the exec, agreed increase of £11m/year, designed the portfolio to quickly resolve the issues.

Led the definition and implementation of a target operating model to drive project delivery across an operational data management function

Led the PMO for a £20m+ strategic Regulatory Reporting Programme enabling the bank to meet its regulatory financial reporting commitments.

Led the definition of a Quality Assurance handbook for a strategic IT change programme.

Led a programme of refurbishments and closures across the group’s strategic offices to support their vision for agile working.

Provided PMO services for Digital Transformation of a Global Bank’s Open Banking programme, aligning to a complex environment and ensuring regulatory compliance.

Re-planned and led the delivery of a PSD2 (Payment Services Directive) regulatory programme, making strong use of Agile techniques throughout.

Led the review of operations of a major Bank to proactively identify and manage vulnerabilities in the area of money laundering and terrorism.

Led the business analysis needed to enable the establishment of a modern Agile Digital Delivery Programme, moving traffic to online capture and away from the existing call centres.

Orchestrated step#1 on revised digital strategy, shaping the plan for a mobile app, including reusable APIs, mini-services and an SDLC to keep up with the pace of a digital world.

Led the rescue and delivery of upgraded applications and infrastructure across a bank’s 1,800 sites and 80,000 users, with early successes to regain exec confidence and support.

Turned around ERP programme that was 15 months late, 3x over budget and had missed 2 ‘go live’ dates. Re-built the team, revised the plan, took control and delivered by the revised date.

Led a team to improve the customer focus in a large UK mutual. Including design, roll-out and training of a central customer Insight Dashboard

Provided an embedded Assurance service that worked alongside both the delivery programme and the executive to give critical oversight and support.

Led the IT integration of a building society and bank. 200+ FTE, 5 vendors and £80m budget covering design, development, test, implementation and de-commissioning.

Did you just buy what they think they sold?  IT services contracts tend to be weighty and they tend to be complex. This isn’t a surprise when you understand they effectively underpin the core delivery engine of most modern organisations. Here in my home office there’s a trophy shelf with some personal ‘greatest hits’ on […]

Accelerated execution of strategy by re-assessing pilots, identifying lessons and consequent improvements for roll-out. Enabled significant improvement on return on investment

Led team of 70+ people to cut the operating cost of IT by over £70m/annum, by challenging, rationalising and consolidating services, staff, suppliers and partners.

Designed, established and ran the iPMO to oversee a programme delivering over $1bn in savings for a pioneering digital technology company.

Recovered failing roll-out of new branch platform by coordinating across the multiple suppliers, providing clear accountability, strong leadership and rapid problem resolution.

Developed the business change method and toolset for a major consultancy organisation, including approach, tools, training,  packaging, and the up-skilling of the consulting team.

Led the business change activity for a global, £130m CRM implementation to support an international team of deployment leads that were supporting a challenging regional roll-out.

Working with existing PMO, Project and Portfolio managers, assessed the disciplines of Portfolio Management to identify, prioritise and implement key areas for improvement.

Led global Digital Transformation using digital and data analytics, creating value through operations design, IT delivery efficiency, effectiveness and the streamlining of sourcing.

Created and launched a programme of ‘digital disruption’ innovation projects for private banking which led to a significant increase in customer awareness, traffic and conversion . Developed and rolled out apps increasing customer awareness, simplifying customer journeys resulting in improved conversion rates.

With the HR Director,  improved the communications and capability to support global operating model change, arresting falling morale and employee resistance.

Created step-change in robustness, accuracy, clarity and brevity of business cases across a large financial institution by re-training all change managers and providing follow-on support.

Led delivery of global Digital Transformation Programme. Using digital and data analytical tools, increased IT delivery efficiency and effectiveness, and streamlined sourcing.

Customised project management training to up-skill people on the periphery of an HR transformation programme to help them work more effectively.

Up-skilled 200+ people in change leadership using tailored training and coaching material. Established collaboration and support facilities to sustain the improvements over time.

Led the transformation of the HR function and related People processes across the business, focussing on driving the change enablement and embedding

Led rapid review of partner management. Identifies issues, worked with stakeholders to agree necessary capabilities uplifts to  improve value from delivery partners.

Orchestrated Europe’s largest retail ERP programme, supporting Programme Director with mobilisation, governance, delivery control and the relationships with key stakeholders.

Led the transfer of the patent annuities service to a global provider, harmonising patent laws across systems to avoid financial impact.

Led a team digitally transforming the tracking and reporting of the customer experience for a major airline, from journey mapping through to launch