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Whilst hired to work on other work streams for a newly acquired firm I was asked to kick-off and manage an overdue 3-system (Finance, Learning, HR) replacement RFP and selection process from ~28 vendors, and with a tight deadline!
CTO needed to complete their over-running Datawarehouse programme & deliver related technological projects (system replacement, BI reports etc) to their senior users in order to reduce inefficiencies and innovate past the competition.
David, an exceptional executive director, took charge of a leading local bank in India, determined to achieve a remarkable $1 billion in profits. However, the bank faced significant technological obstacles that hindered growth and tarnished its reputation. Service stability issues plagued the trading floor, retail branches, and ATM network. Furthermore, the bank lacked essential IT...
The client had an ambition to transform the future of its tax practice and the services it provides.
A digital business leader at a global analyst firm requested external support to align with a high-profile team, who were one of several internal customers. The CEO of this highly siloed organisation had recently pulled all people with digital skills from many different teams into a global, digital centre of excellence (CoE). This new CoE...
A company in Washington DC was facing a major issue with employees reporting to the office for work due to a multi-year metro-wide system upgrade that resulted in a multi-month station shutdown at the only metro station accessible to office workers. The company did not have a remote work policy. Some employees had always worked...
I was working for Viridor Waste Management and they was undergoing a large scale business transformation enabled by a green field SAP implementation and had support from one of the big six consultancy firms to help work on various aspects of the programme alongside permanent employees. The change stream was originally led by their change...
A global knowledge-based services organisation has grown through a series of major acquisitions. As a people-based organisation it wants to accelerate integration of acquisitions and rapidly offer new propositions.
Run-The-Bank division was struggling to satisfy automation requirements of their infrastructure and unable to meet Availability & other SLAs
The client (Sellafield Ltd) is a multi-billion turnover multi-site organisation, with one of the most complex civil engineering operations in Europe. Because of its complexity, staff have broken the work down into “projects”, specific pieces of work, some falling into the category of megaprojects (>$1billion over 20 years), which they can do and report on...