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 landscape across infrastructure, networks, applications, and operating models, with high operating costs, inconsistent service availability, and widespread shadow IT.

As part of a strategic reset, executive leadership decided to outsource global IT services to drive cost reduction, improve resilience and reliability, standardise platforms, and increase transparency of IT spend across regions. A global systems integrator was appointed to deliver a multi-million-pound outsourcing programme covering infrastructure, networks, and application operations across EMEA, APAC, and South America (excluding North America).

The engagement combined large-scale service transition, operational takeover, IT transformation, and post-merger integration, all while maintaining uninterrupted business operations in a complex, multi-country environment.

I was appointed to support the bid phase and subsequently take full accountability for:

• Transitioning IT services from the client’s internal teams to the integrator
• Establishing and running global BAU operations alongside change delivery
• Designing and implementing a new Target Operating Model (TOM)
• Stabilising services, improving availability, and reducing overall IT spend
• Leading infrastructure and application programmes, including M&A-driven integrations

I was the single accountable owner for IT infrastructure services (run and change) and application operations for the international estate, managing a £30m budget and a globally distributed workforce.

I led the engagement as an integrated transition-to-operate transformation, rather than a one-off handover.

Transition & Operating Model

• Designed and implemented a new Target Operating Model spanning onshore, near-shore, and offshore delivery
• Built and mobilised an 84-person global team across the UK, Europe, Nordics, APAC, and India
• Delivered workforce transition and restructuring in partnership with HR, Legal, and client leadership
• Executed a staged transition approach: knowledge capture → shadowing → takeover → stabilisation

Service Governance & BAU Control

• Implemented ITIL-aligned processes across Incident, Problem, Change, Release, Capacity, Availability, Configuration, and IT Service Continuity Management
• Introduced balanced scorecards, KPIs, and SLAs to drive transparency, accountability, and continuous improvement
• Established a new offshore PMO to support change delivery, governance, and executive reporting
• Introduced financial controls and risk mitigations to prevent service penalties and cost leakage

Transformation & Service Improvement

• Defined and delivered Service Improvement Plans (SIPs) aligned to cost reduction, resilience, and standardisation objectives
• Developed a multi-year technology roadmap covering infrastructure modernisation and legacy reduction
• Led major infrastructure programmes including data-centre consolidation, network upgrades, Active Directory re-architecture, server and storage refresh, EUC standardisation, disaster recovery and business continuity remediation, and security uplift

M&A & Systems Integration

• Led IT infrastructure and application integration for newly acquired businesses
• Consolidated SAP Basis, Siebel, finance platforms, identity services, networks, and monitoring tools
• Eliminated duplicate systems and reduced shadow IT while maintaining business continuity

Vendor & Executive Stakeholder Management

• Built strategic partnerships with key technology and service vendors
• Acted as the senior escalation point for operational, commercial, and service issues
• Maintained regular executive-level engagement with client leadership throughout transition and steady-state operations

• Delivered a seamless global transition from client-run IT to integrator-operated services with no material disruption to the business
• Increased overall systems availability from ~90% to 98.5%
• Achieved a 31% reduction in IT operating costs
• Stabilised and standardised IT services across multiple regions and acquired businesses
• Significantly reduced shadow IT and improved financial transparency
• Successfully ran BAU operations and transformation programmes for 24 months post-transition
• Recognised with a Best Performance Award for outstanding delivery of transition, stabilisation, and operational excellence

• Right-sourcing and Outsourcing
• IT Service Management & Design
• It Strategy
• 3rd party delivery process
• it operations
• Operational & Organisational Management
• ITIL
• change management
• IT Transformation
• TOM (Target Operating Model)
• Data Centre Management
• IT Asset Management

• Purpose to Portfolio

• Manufacturing