Project-led and compliance-sensitive businesses can accumulate large volumes of documents, evidence and operational records across different people, locations and systems. This creates practical problems around document control, finding the correct information, maintaining audit evidence and giving teams confidence that important records are properly managed. The opportunity was to turn document control from an administrative burden...
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Service resilience validation
The Client was a Tier-1 IT services provider delivering as prime to a UK central government department with a national footprint. The Client developed a Business Continuity plan and invested in a failover data centre but the incumbent supplier struggled to organise a representative failover test to validate the new investment.
CAE — Centre for Accessible Environments (part of Habinteg)
A national accessibility consultancy needed a stakeholder-grounded strategic report to refresh its direction and grow its impact and reach.
Telephony, CRM & Secure Payments Transformation (PSTN Exit & PCI DSS)
Bristol City Council operated a large, high-volume customer contact and telephony environment built on legacy PSTN-based infrastructure and Avaya platforms, tightly coupled with council-wide CRM and back-office finance systems. The national decommissioning of traditional PSTN telephony created a fixed, non-negotiable deadline to exit legacy services. At the same time, the council processed a significant volume...
Print & Mail Transformation – Digital MPS, Hybrid Mail & Enterprise Policy
The authority relied on a mission-critical Print and (physical) Mail service supporting over 6,000 staff and all frontline services. A strategic shift had been approved to move from a fragmented, paper-heavy model to a digitally enabled, outsourced service using managed print, digital mail, and a vendor-hosted SaaS platform. Although the contract was in place, delivery...
Catering & Venue Services Transformation for a large UK council
A large UK council had a highly fragmented catering and events operation across parks, civic venues, and museums. Delivery was split between in-house teams and multiple external suppliers, many operating under outdated or non-compliant arrangements. This created operational inefficiency, commercial leakage, and increasing legal and compliance risk. Senior leadership and political sponsors mandated a shift...
Organisational change
I take on complex organisational change and find a way to deliver them.
EST Change Framework
The EST Change framework highlights the need for 3 interdependent pillars for the establishment of sustainable change for any project relying on or impacting people i.e. engagement, solution and transition.
