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Work Background
VetPartners LimitedProgramme Manager
Oct. 2024 - May. 2025York, England, United KingdomLed the successful onboarding of suppliers to deploy Patient Management Systems (PMS) across the European estate, including a startup specialising in AI-embedded software. Conducted comprehensive vendor due diligence and introduced streamlined internal processes to ensure smooth integration and operational effectiveness. Navigated complex challenges such as aligning the startup’s innovative technology with legacy systems, managing diverse stakeholder expectations, and ensuring strict data security and compliance across jurisdictions. Collaborated with cross-functional teams to resolve integration issues and promoted a culture of open communication and shared accountability. • Advised the CEO, COO, and private equity stakeholders with strategic insights, aligning technology investments with business goals and preparing the organisation for a potential future sale. • Conducted competitive assessments of PMS platforms, identifying key differentiators and areas for product enhancement, directly influencing prioritisation of development efforts. • Managed shifting project scopes with agility, ensuring high-quality delivery in a dynamic and evolving environment.
MDH ConsultationTransformation Leader | Programme Leadership
Feb. 2024
TalkTalkProgramme Practice Lead
Apr. 2023 - Apr. 2024Salford, England, United KingdomThe Programme Practice Lead utilises a depth of technical delivery experience with the responsibility to develop lean Programme and Project Management processes, that dovetail with diverse delivery processes and practices across the business. This requires improving delivery methodologies, developing business and operation readiness, and providing reporting, guidance and support to C-Suite. It requires supporting a developing an empowered Programme and Project team working across a range of technologies and delivery methodologies, building a pipeline of talent to bolster transformational capability, facilitating cross-functional working, and minimising bureaucracy.
TalkTalkProgramme Manager
Jun. 2017 - Apr. 2023Manchester, United KingdomProgramme Management with Commercial responsibility over the largest, most diverse transformation portfolio within TalkTalk, >£100m. Leadership responsibility for a team of Senior Programme and Project Managers working on a diverse range of workstreams, delivering strategic transformation within Networks, IT, and Security business units. The ANT programme delivered significant reductions to the Cost-per-Gig of the network, but also provided a single operational infrastructure with reduced process requirements. This required a clear understanding of the impact on our customers, the risk to their services and products and management of mitigations, and optimisation of all supporting business processes. Within the life of the Programme, I managed each aspect of ANT, where following initial review of the full end-to-end schedule, my subsequent focal points became the areas with the largest commercial and programme risk at any given time, analysing those risks and issues and offering a choice of prioritised, measurable solutions for decision making at SLT level. Main successes have included: -
• Design and implementation of prioritisation processes across the programme, ensuring all teams are clearly informed of their available work packages, their accountability, and their relevant precedents and dependants
• Lead in the RFP processes and continually consulted with Commercial and Procurement teams to ensure suitability of both process and applicants as part of my introduction of programme level 3rd party support, driving efficiency and programme certainty, initially augmenting then succeeding internal field resource. • CSI of both long-standing and fledgling processes as Programme and organisation changes developed
• Development of simplified programme level reporting tools allowing the availability of KPIs and SLAs to Board level, including automation via PowerBI. • Delivery of benefits realisation processes, recognised as best practice and then adopted across BAU.
telent Technology Services LtdProgramme Manager
Dec. 2015 - May. 2017Business integration of ServiceDesk, NOC, and Logistics workstreams following the acquisition of Arqiva Secure Solutions by telent. • Conducted a Business Needs Analysis, with close engagement with senior stakeholders from Arqiva, telent, and the combined customer portfolio to ensure clarity and agreement of requirements and subsequent delivery against telent’s strategic requirements. • Review of the commercial impact of migration of individual customers, completing Impact Analysis of profitability and cost to serve against impact of contract cease, delivering board-level presentations enabling decision making. • Creation of new processes using different technologies for legacy customers • Recruitment and training of new staff, • Phased migration of customers, providing seamless transition, taking into consideration the different security requirements of various blue-light customers.
This integration project was delivered three months early, and around £1m under budget. Alongside and following on from the integration project, utilised as a troubleshooter, bring placed temporarily against high profile, high-risk projects and contracts across the country to complete analysis of failures or potential weaknesses, and then devise and implement recovery strategies. Success delivered in dealing with hostile stakeholders through close understanding or contracts, customers' issues and agreeing with them the best solutions in advance of implementation.
ArqivaProgramme Manager
Apr. 2011 - Nov. 2015Altrincham, and nationwideManagement of the Project Delivery team and project support staff, with a national remit and geographic spread, delivering projects to blue light agencies, other government clients, and internal customers. The team manages the transition of an extensive and regularly bespoke range of technological solutions, including network, servers, and radio equipment, delivering to high-profile internal and external customers, collectively worth c£12 million
• Managed the team through the Gallup Q12 Staff Engagement process, increasing the score from the 21st percentile to a ‘world class’ rating within the 87th percentile.
• Drove continuous improvement through the holistic review, revision and acceptance of Secure Solutions Project Delivery methodologies across all affected stakeholders, to ensure adherence to governance, and implementation of ITIL processes.
• Devised a team process to enable low-level, simple, customer feedback to facilitate Continual Service Improvement, and lead to improved customer satisfaction, which became a company standard
• Bespoke nature of Secure Solutions Project Management meant that special events management came though the team, such as the works required around the Tour de France Grand Depart and Walking With The Wounded
ArqivaSenior Project Manager
Jan. 2002 - Apr. 2011Altrincham• Managing multiple Project Managers within the Region with direct responsibility for project volume delivery, gross revenue and project gross margin. • Directly instructing and co-coordinating the activities of Arqiva resources in a project team environment and management structure
• Responsible for the department’s financial management; control, analyse, and report on the departments financial elements to a value of £9m, ensuring the department remain on schedule and within budget
• Providing a point of contact for first level escalation of problems, ensuring services issues are effectively managed and resolved, driving customer excellence
• As part of the “One Arqiva, One Team” vision, acting as a liaison with other internal departments and central functions to ensure regional awareness and compliance with national policies and procedures
• Developing and implementing multi-stage project cost review process and summary financial control system, giving both Quantity Surveyors and Project Managers more vision and direction over the money allocated to different sections of each projects’ cycle time To ensure Arqiva Operations was able to fully operate the digital TV network and ensure it met or exceeded contractual and customer service requirements and expectations. Seconded to Operations following a review of multiple issues surrounding the integration of DSO works into Ops, with duties consisting of:
• Assisting external Consultants with direct coordination and management of key issues
• Ensure compliance of existing procedures and requirements, identifying areas of improvement to achieve operational efficiencies
• Review of existing processes and capabilities, and developing joint improvement initiatives to cover multiple Business Unit processes with Business Unit Directors and their direct reports
• Review of timescales and ability to deliver with available resource and capability or capacity constraints
Cable & WirelessFibre Auditor
Aug. 2000 - Feb. 2001WarringtonFollowing on from the previous contract with Cable & Wireless, within this new contract it was expected to updating the library files and databases to reflect the schematic diagrams and CAD drawings updated in the last project
Gained further working knowledge of database and CAD systems and Windows NT.
Cable & WirelessGIS Data Operator
May. 1999 - Sep. 1999BaguleyAs a team member of a short term project, duties consisted of updating CATV and TELCO schematic diagrams of all England’s North East networks. It was also required to individually update all these files to be stored on new Y2K compliant machines via the roll-out of new systems across the company
Became a point of contact for the regional office on working with the new systems and the differences between the new and old Gained in-depth experience with both using and interrogating CAD systems
British ArmyMajor
Jan. 1994Blandford Camp, Dorset, United KingdomProgressed from a private soldier through the ranks and currently employed as the Regimental Second-in-Command within a Royal Signals Army Reserve operational unit, with accountability of readiness of around four hundred soldiers and £20 million pounds worth of operational hardware. Previously held a national SO2 role, owning the strategy for personal development of all non-Commissioned Officers within the Reserve Royal Signals c2,000 soldiers. Current duties include the following:
• Financial accountability of the training and development schedules to support four hundred operational service personnel.
• Career development oversight to ensure future Unit-level capability
• Matrix control over the Regimental Recruiting Team, and Training and Development programmes, which have been recognised as best practice and are being implemented across sister Regiments and presented to higher-level Royal Signals Reserve Policy.
• Managing the welfare, Health & Safety and performance of all staff ensuring awareness and commitment to relevant departmental business plans and objectives.
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