Client: A global technology and manufacturing organisation specialising in mailing, shipping, and enterprise communications Role: Programme Manager / Head of Infrastructure & Application Operations (via global systems integrator) A global technology and manufacturing organisation specialising in mailing, shipping, and enterprise communications had undergone significant diversification and multiple acquisitions. This resulted in a fragmented global IT...
Enterprise Cloud Migration & Data Centre Exit (Global Reach Group)
Global Reach Group, a regulated financial services organisation, operated its entire IT estate from third-party hosted data centres using a traditional infrastructure and cost model. The organisation made a strategic decision to migrate its end-to-end IT services to Microsoft Azure Public Cloud to support an OPEX-based operating model, improve resilience and security, and decommission all...
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 Delivery was split between in-house teams and multiple external suppliers, many operating under outdated or non-compliant arrangements.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...
Managed resistance to change and adoption of new system to increase data visibility and productivity
Situation: When I joined, Zoho had already been purchased for client support, but the team were still managing onboarding and support queries for four brands through Outlook. There was no meaningful reporting and no visibility of what clients were contacting about or workload distribution. The team were also doubling their work — replying in Outlook,...
Scaling Change Maturity and Adoption at NEOM
NEOM was undergoing a large-scale transformation spanning 11 business units, each at a different level of change maturity. There was no consistent framework or shared methodology for managing transformation, leading to fragmented execution and slow adoption.
Reduction in Call Centre ACW to Reduce Churn & Reduce Costs
Situation: When I stepped into the Ops/Transformation Director role, client complaints were rising and churn was high – especially within a key client cohort. I quickly identified the root cause: excessive After Call Work. Because we were billed per minute, ACW was inflating client bills and damaging trust. A lot of that wrap time wasn’t...
Cigna: Navigating Global Pushback on Programme Governance
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...
ITV: Shifting Mindsets in a Creative Culture
At ITV, I was brought in to lead the design and implementation of a group-wide digital-first transformation strategy. The goal was to modernise operations and shift toward an agile, product-led operating model across multiple business units—ranging from traditional broadcast to digital content, commercial, and tech. The challenge was clear: while leadership supported the strategy, many...
