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

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

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

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

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

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.

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.

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

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

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

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

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

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

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.

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

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

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

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.

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

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

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

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 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.

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

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

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

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

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

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

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

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

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

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.

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

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 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.

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

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.

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.

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

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

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.