I was tasked to step in to a major programme, (that was suffering ‘catastrophic commercial and delivery problems’), and to mobilise the set-up of a manufacturing production line and deployment capability. The issues involved: Over-commitments and subsequent failures. Lack of defined scope and direction. No commercial agreement in place resulting in spiralling costs and no...
Business Operations Transformation and SOC 2 Operational Compliance
A Data Analytics start-up required a re-structuring of tech and non-tech operations to set themselves ready for a SOC 2 Type 2 audit and aim to receive an attestation report that leadership could then use in conversations with potential customers as well as investors. The challenge presented was to keep the organisation flat, without having...
Product Management Transformation and ISO-27001/SOC 2 Operational Compliance
A small Fintech required change in the way they were developing their products and solutions since moving from exclusively providing Open Banking Payments APIs, to adding to their portfolio front-end solutions in the form and shape of Mobile Payments Apps (integrated with their existing APIs), obviously supporting both iOS and Android platforms. At the same...
Sales transformation for hospitality staffing platform
The CEO needed an interim growth lead to support with a sales transformation in the build-up to peak demand season.
Sales transformation for hospitality staffing platform
The CEO needed an interim growth lead to support with a sales transformation in the build-up to peak demand season.
Head of Transformation Programme at DWP
It was recognised that many areas of technology within the DWP were no longer fit for purpose with a resulting major impact on productivity. An extensive programme of change was required. I was asked to lead this programme.
BI/MI at the University of Manchester
The University of Manchester had not invested in its BI/MI capability for a very long time. As a result, information for staff – both academic and operational, was of very poor quality, despite there being over 2000 reports in existence . In addition, the existing technology was incapable of any degree of sophisticated analysis or...
Digital Transformation at University of Manchester
Students and staff have high expectations of the technology that the university should provide. The reality was often disappointing. In particular, students had much better technology on their phones than the university was providing and staff costs were high through poor process and manual activity.
Digital Transformation Project at DWP
A 180 degree change in IT strategy in Central Government resulted in the decision to stop the outsourcing of IT and instead to bring everything in-house. This included the development of new services as much as possible using in-house staff and the introduction of the Agile methodology. It also meant more competitive tendering for additional...
Setting up a Centre of Excellence
My client CIO had decided to implement an ERP solution and needed an enduring support function. I had been recommended by one of his Senior Leadership Team.
