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In a nutshell

I am looking for short-term Senior IT Management roles (strategy, analysis and process development).


Fully Available Immediately


Melbourne, Australia


  • English

Top 5 Strengths

  • Hard Working
  • Highly Reliable



Interviewed By


HM Expert Since

Monday April 29, 2019

About Dorian

I am an IT Manager with a strong background in Information Systems Management. I have led complex programmes of projects that utilised my analytical and process development skills. I have led numerous teams of IT professionals and overseen all IT functions (Service Desk, Technical, Applications and IT Operations Management). My career encompasses a wide range of sectors most recently charity, education and legal and has involved suppliers ranging from Capita and BT through to small local providers.

Current Role Details

Currently assisting a small business with their strategy, policy development as well as process design.

Dorian's Valuable Contributions

(Case Studies)


A UK national charity wanted someone to lead their infrastructure team and manage the digital transformation programme. This programme was to realise the cost benefits of migrating all services out of thier Data Centres to cloud providers.

Stepping into a digital transformation programme can be daunting, finding that those responsible for delivery are unaware of how the programme impacts them is, let us say, an additional challenge.
I found that business case had already been made and agreed and was well resourced but that seemed to be as far as they had got. The wider organisation had a nebulous understanding that this programme existed but there was no meaningful connection between the decision-makers and the do-ers. My task was to lead the infrastructure team to deliver the programme.

After a short time understanding the programme, the work done to date and the people in the infrastructure team, I immediately set about putting in place a decent line management structure that would ensure the team felt properly supported and had a defined space in which to discuss their concerns and receive feedback on their performance.

Following on from this I gave a manageable shape to the programme consolidating and forming 44 exsiting projects into 8 subject driven projects each with an infrastructure team lead on that project. By doing this through 2 workshops the team understood the requirements for the first time and were able to align themselves with a project that interested them and fitted with thier career aspirations.

The next step was to create project briefs and to help each of the leads to understand why this was an important step - to ensure they had a clearly difined project to help flag up and manage project creep.

The next step was to develop each of the project plans broken down into the component steps with an early estimate of the resources required and inter-project dependancies to see if we could deliver this programme by the end of the calendar year. For the first time the infrastructure engineers understood that they got to control these projects and they defined the steps that needed to be taken and the order in which those steps should be taken rather than tasks being allocated to them by the portfolio manager. This was a huge step change for them and some took to it instantly and others required more intensive coaching and education.

We next developed project management groups for each project and reached out to key stakeholders and started to work across organisational boundaries to ensure our project brief and plans aligned with other developments. Through doing this we were able to get project buy-in from other areas of the business and this in turn led to co-operation and assistance with the delivery of the project goals.

I then started to provide insights into good project management and argued for PM resources to support each lead deal with the administrative aspects of the project approach. In addition I shared with them my approach of transparency and honesty. We also agreed on how to appropriately manage risk and the importance of early escalation and the culture-shift from seeing this as a failure.

By showing a high-level plan, for the first time, the programme oversight group gained confidence that this programme could be delivered and through the individual project groups the wider business started to get a picture of what the "digital transformation programme" meant for them.

With each of the project leads I helped them identify what resource they would require to deliver the project and ensure that they flagged their requirements to work with partner providers as appropriate.

My next step was to get regional director buy-in for the projects and the regional deployment plans.

I was able to provide clarity and structure to deliver a large and complex programme.

I was able to demonstrate to the business not only that we could deliver but how we would do this. I empowered the infrastructure team to be self-determining in the delivery of their area of responsibility and put in place structures to ensure they were properly resourced and supported with timely feedback on performance. I enabled visibility of the project to end users and ensured they were represented in the project decision making. I worked with the portfolio manager to ensure we were able to accurately track progress and costs and help identify delays and risks to the projects. By engaging with end users I was able to get project buy-in and adoption and was able to connect the wider discussion of the "ditigal transformation" with concrete changes.

The structures and processes we put in place ensured work was prioritised appropriately in the context of the wider programme, not just the individual project, that barriers were identified early and understood and mitigated. To enable this to be effective I worked to get senior management insight and understanding for the implictions for their area.

Through regular review of the project plans and revisions and ensuring a level of detail was maintained going into the future we were better able to track our delivery estimates and identify and mitigate or flag up delays to the project delivery.


Roles & Results

CHANGE, GROW, LIVE (CGL) - Infrastructure Team and Programme Manager

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Requirements / Actions
To lead the infrastructure team and manage the digital transformation programme
Delivery and Achievements
Provided a structure and plan to deliver the programme


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Requirements / Actions
To manage the outsourced IT support and in-house application support functions
Delivery and Achievements
Improved the level of customer service and communication and highlighted to the management team where efforts should be focused


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Requirements / Actions
To manage all IT Service Management functions and a complex annual programme of project initiatives
Delivery and Achievements
Grew the IT resource and project management abilities to deliver improved services across the business


Industry Experience

  • Retail and Consumer
  • Hospitality and Leisure
  • Healthcare
  • Education
  • Charities
  • Government and Public Services

Regional Experience

  • Europe


Dorian Crates

Profile picture of Dorian Crates


active 3 months ago