Experience
A selection of work across service operations, projects, networks, security, automation and advisory. Confidential client details are not included.
people in my main leadership scope
direct reports at the peak
My role in senior leadership has covered client service, technical decisions, day-to-day performance and the commercial side of running a technology business.
Selected work
These examples show the scale of the work and the results. This is not intended to be a full chronological CV.
Projects
£420k performance swing
Projects was running at an approximately £240k net loss.
I helped restructure parts of Projects and Service, tightened ownership of delivery and brought much closer attention to the commercial performance of the work.
Result: Projects subsequently delivered approximately £180k gross profit before discounts, a performance swing of around £420k.
AI & automation
£300k+ savings identified / delivered
We established a dedicated AI and Automation function to find useful applications inside the business and develop new services.
I helped set up the function and shape its work around automation roadmaps, AI discovery, reducing manual effort and early managed-automation services.
Result: Within approximately its first six months, the function identified or delivered more than £300k in internal savings.
Service operations
Some new-client mobilisations were generating complaints and avoidable operational issues.
I worked across Projects and Service Delivery to improve onboarding, engineering standards, escalation and service stability. We strengthened incident and problem management and improved the handover into support.
Result: New-client mobilisations became substantially better, and automation reduced some of the manual intervention in ongoing service delivery.
Advisory
Large multi-site organisations needed to decide how much IT to retain internally and which services could move to external providers.
I provided executive-level technology input covering service-desk transitions, hybrid internal and external IT teams, Joiner/Mover/Leaver processes and wider migration plans.
Result: The work gave leadership teams a practical operating model and a plan for transition. Client identities remain confidential.
Networks
A multi-site organisation was considering its ISP strategy and a move from MPLS to SD-WAN across UK locations.
I advised on the target architecture, resilience, operational ownership and how to migrate sites without creating avoidable service risk.
Result: The organisation had a clear network strategy and a practical basis for planning the migration.
Tenders
Contributed executive and technical input to major tenders representing approximately £2m in potential additional ARR. This was a working pipeline, not booked or won revenue.