This was a voluntary role for me and was fantastic fun and very rewarding. A world famous animal charity and zoo had run their onsite shop on similar lines for 40 years. It was out of date and unprofitable and a money making opportunity was falling by the wayside.

The CIO was new into the role and wanted to set up an effective integration service for the large and highly distributed IT department. I was brought in to work with the existing team and deliver new processes. The team had been very effective at cataloguing their integration deliveries and developing a technical strategy. The...

DHL is Global company based in Bonn, Germany. Appointed CIO for DHL Mainland Europe following the dismissal of the previous CIO. The business had a revenue of €3bn but barely broke even. IT service was poor, spend of €150m was too high and the organisation was fragmented across countries.

WLT is a global marketing and communication company with a turnover of €1.4bn. The business was in decline due to the market shifting from print to digital services. Before my appointment the IT teams were decentralised to each business unit. After several restructurings we agreed with DHL to divest the business through an auction process.

An online caterer had grown rapidly through innovation in new offerings to its platform and services. It recognised that a systematic market research approach – based on identifying unmet needs – was needed to identify new opportunities efficiently and thereby continue its growth. It had tried an industry recognised approach that had yielded nothing but...

Competition in the online gambling industry is intense. Our client was looking at how it could grow its market share in a growing industry It was particularly interested in Spain, Germany and UK. Several strategies were being considered but the next step was going to be significant – and it needed research based evidence to...

Zurich Insurance was experiencing difficulties recruiting a Head of Global Data Centre Services. They also had problems with the quality of supplier service delivery with their key/main supplier. – the supplier resourced the services based on 80% offshore, 15% onshore, 5% nearshore and the teams were not working well together – service availability was poor...

A major BI initiative for the BP Lubricants organisation globally, the programme, which was in the throes of development and initial deployment was floundering to achieve traction in the pilot countries. There was a requirement to assess the services vendor who were running the programme and subsequently take on the management of the initiative. This...

Thames Tideway Tunnels, a newly regulated utility company established to design, design construct and finance the 25 kilometre sewer tunnel costing £4.3 billion, needed to prevent an average of 20 million tonnes each year of untreated sewage discharging into the tidal River Thames in London. The organisation had been in existence for over 7 years...

BP Global senior management took the decision to deploy SAP ERP suite throughout the organisation resulting in investment into legacy systems such as their bespoke Oracle ERP kept to a minimum. The SAP deployment process stalled and it became apparent that the legacy ERP which had been running over $30 billion of business was in...