At Cigna, I was brought in as an Associate Director via Deloitte to design and implement a global programme governance framework. The initiative was a multi-year, $100m+ transformation aiming to consolidate Cigna’s disparate platforms into a single digital system spanning the US, Europe, and Asia-Pacific. The challenge? Different regions were already working with their preferred...
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.
Enterprise Architecture strategy study for a Blood and Transplant Supply Chain
In early 2015, NHS Blood and Transplant (NHSBT) faced significant challenges due to an aging core IT system (“Pulse”) that supported its national blood supply chain. The system had become a risk due to its reliance on a single supplier and its limited ability to support modern digital capabilities. As part of a wider digital...
Establishing business case, benefits realisation and project governance
Product Director needed help to provide strategic and operational business decision support, ensuring that the future product roadmap was both strategically aligned and delivered benefits realisation internally and to customers, building a competitive moat and commercial revenue. There was a lack of strategic focus, evidence and objective based innovation Solution development was driven by personal...
Cyber Essentials Certification
Cyber Essentials is an effective, Government backed scheme. Deigned to help organisations, whatever the size, manage and employ security measures against a whole range of the most common cyber attacks.
Cyber Essentials Certification
Cyber Essentials is an effective, Government backed scheme. Deigned to help organisations, whatever the size, manage and employ security measures against a whole range of the most common cyber attacks.
Creating turn-around change culture and huge productivity enhancements in a Regulatory Government environment.
MHRA Devices were facing financial cutbacks, from reduced productivity, a huge source of data all in paper pink slips and archives (of over 150 full London buses worth) stored in libraries. Each time an investigation in to a device or medical implement that had been regulated arose it would take 6-8 weeks minimum – often...
