Head of IT (CIO) for one of the largest integrated Investment Management, Property Development and Construction companies in AMER, with instantly recognizable flagship projects across key cities in the USA and a division providing and managing military housing at bases across the country. I am responsible for the delivery of all technology to over 100 critical operational locations with over 5000 users.Primary focus is engaging with C-level stakeholders, understanding business goals and direction, aligning IT technology roadmap and ensuring that through the use of technology I can an enable the success of the business (and at the right cost point).Leading a blended team of on and offshore resources focused on providing the best possible customer experience, through a combination of business process expertise and IT operational excellence.I lead and operate in a fully transformed and modernized IT environment – Which I played a key role in designing and implementing.* A cloud first (Google Cloud) environment with no physical data centers which is fully scalable to meet business needs.* A blended retained org focusing on customer engagement and in-person support with off-shore scalable Accenture team providing Operations and Delivery services.* An Agile first team to enable continuous improvements delivered to our business.* A mature ITIL focused support operation, which is globally consistent and measurable.* An enterprise Saas first application portfolio with key vendors such as Microsoft O365, ServiceNow, Salesforce, Hubspot, Autodesk and Oracle (hosted).* An AI Automated IT Service Desk utilizing Google Contact Center AI and ServiceNow.

Leading all IT Operations and Service Management globally across AMER, APAC & Europe - Over 12,000 users and 300 locations.The main focus at this time Operational Excellence and Transformation.During this period we were reducing the size of our operation with an upcoming transformation. No leavers were being replaced and budgets were being reduced. I lead the team to a period of its most stable and consistent service delivery with less people and budget than we have ever had before.This was achieved though a more proactive approach to support and maintenance, clearing out as much waste and noise as possible and utilizing as much automation as possible.During this time we continued to migrate all of our regional data centers onto Google Cloud and work with the applications teams to rationalize as many applications as possible to reduce cost and migration effort.At the end of this period Lendlease IT transformed into a fully modernized, scalable GCP cloud based IT function shifting all of our support and maintenance to Accenture managed service. I played a key role in leading this transformation as well as designing the new operating model.

Relocated to USA to increase my responsibility for IT Operations across both Europe and USA leading a large group of international resources aligned to our global IT strategyPrimary focus was to drive improvement leading the US team through change and evolve ways of working to ensure they were fully integrated into the global IT Model.In this role I was fully responsible for rapidly developing and implementing new working practices and processes which were adopted globally as our organization successfully navigated the challenges of working through Covid.Digitized our Service Desk, fully removing our call center and replacing with Google Contact Center AI integrated into ServiceNow. The AI and Automation removed a high % of repeatable work enabling a significant reduction in costs and modernization also increased customer self service and experience.In the Network space we modernized and simplified our global network. Removing legacy complications and transitioning to SDWAN (On VeloCloud) which has enabled a large reduction in circuit costs, while adding in dual links to improve Performance and Availability.The migration to SDWAN also removed our sites dependency upon regional Data Centers to mitigate risk and also enable our Data Centers to migrate to Cloud.Migrated the Europe Data Center to Google Cloud Platform (GCP). We are now 100% cloud in our Europe region, with a fully scalable consumption based infrastructure cost model for the first time. This is part of a larger global strategic partnership with Google, which I played a key role in establishing which will see all of our Data Centers globally migrate to GCP to leverage the benefits of being 100% cloud on a single architecture.During this time I managed a complex set of global budgets which I was able to reduce by over 15% along with leading large teams and creating a new culture in USA to drive the highest level of (measured) engagement they have ever achieved.

Created our global Service Management function (SMO) and Service Management strategy with a focus on improving our operational disciplines and and reducing disruption to our customers, which has resulted in a significant uplift in Lendlease's global IT service delivery.After maturation we have been recognized for our progressive and industry leading approach to Service Management.Results have had a global impact on improving efficiency through proactive work and continuous improvement. Significant uplift in the reputation of IT with the business and board. Reduction in disruption across IT and lost working hours within the business.Some of the key stats include;Reducing overall incidents by over 50%Reducing P2 incidents from over 120 per month to less than 10Reducing P1 incidents from 25 per month to 1 and many months with 0.The strategy was based around Ownership and embedment of core ITIL processes to form a common practice globally and shifting behaviors away from reactive to become more proactive.

Responsible for the day to day running and strategic direction IT Operations across the Europe, for a wide range of businesses. 3500 users, across over 70 locations including Offices, Construction sites, Shopping centers, hospitals and other assets. The role was initially created to direct the Applications and Infrastructure functions, which I joined up to create a service oriented approach, utilising a blend between internal resource and external partners. My key objectives are to improve the service that we deliver to our customers, driving efficiency and cost savings through an improved collaborative way of working. Following the success of joining these functions together under the banner of operations, the role was extended to take on End User Computing and Telecoms to have full accountability for all IT services delivered to our customers.In this role I have delivered double digit cost savings and also improved the service levels delivered to our customers at the same time as reducing our head count.

Responsible for the operational management of the entire applications portfolio and teams across the EMEA region.With the addition of HR and Finance to my existing responsibilities, a primary focus was to deliver an operating model for the single global finance platform (Oracle & TM1) in EMEA. As part of this, I was able to implement a blended offshore support model with a partner in India who globally supports the Australia, Europe & Americas regions, utilising a follow the sun model, managed centrally from within my team in London.As the business focus moved more towards residential sales, this put pressure on our Web to CRM systems. Using Sitecore integrated into Oracle & Salesforce to manage apartments leads and sales through to completion, we saw £200m+ of sales pass through this system in 1 year.During my time in this position I played a key role in a number of asset divestments, including the £700m sale of Bluewater shopping centre.

Responsible for the operational management and support of all;Web, Portal & CRM (Digital)Business Applications(Construction & Development) Project SystemsDuring my time in this role I was responsible for implementation and support of all project systems used on the building and running of the Athletes Village for the 2012 Olympic Games. This has since been recognised as the most heavily used project extranet of all time.With the increasing focus on retail and residential marketing, I put together a new Web Team that was able to deliver websites to our marketing teams, often in partnership with digital agencies. This was at the same time that we transitioned from a .net to a Sitecore web platform.

In this role was I responsible for all construction and development systems used to run and support projects along with managing a team of consultants that were providing implementation and support services.This was an extremely busy period for the construction business with around 100 projects running concurrently and around 10 projects valued at £200m+ as well as the London 2012 Athletes Village project starting up.It was at this time that the change program to implement a single construction system was reaching full embedment and the focus changed to standardise our protocols and configuration making us much more effective as a team through this busy period. The platform also became much more supportable and we saw a reduction in time to implement and ticket volumes.

In this role spent a lot of my time on construction sites playing a lead role in our change program to implement BIW, the new strategic single platform for our construction and development projects.There were a lot of challenges in this area of the business and it was a difficult tool tool to embed, but through working collaboratively with all parties involved on each project (Architects, Engineers, Trades) and taking the time to build up a set of processes that worked, my projects were always the most successful and as a result I got the opportunity to manage this area of ICT.

Working on site (Construction) leading the use of information management systems (EDMS) for use on a major construction project - A new campus style head office for one of the largest insurance companies in the world.In this role I was responsible for defining and agreeing project wide project wide protocols and processes (e.g Drawing submission & review, RFI, Instructions/Orders, Change etc) with Architects, Engineers and sub contractors.The system was then configured to align with the agreed processes and on a day to day basis I would manage the system to enable the smooth running of the project.I was recognised for setting up and running the most successful systems in the UK by the vendor and this resulted in me being promoted into IT to standardise all of our projects across the UK.

Managed and led a high profile project to capture and digitize records of Maintenance, Inspection & safety following a number of Rail Crashes and incidents that were very public and damaging to the company.I took the project over as it was failing and previous leadership had been dismissed.I didn’t just get it back on track, but identified significant gaps, made some drastic changes and not only improved on the outcome they were expecting, but accelerated the work to finish up everything ahead of planned completion dates.

This was my foundation in business that set me up for the rest of my career. RWM was a technology start-up which was disrupting and digitizing the legal industry in the UK.I joined RWM when there were 3 employees and we expanded to employ over 200 people.I was on a path to leadership at this company, which exposed me at a very young age to lessons in business that I would have never been able to gain anywhere else.I oversaw all operations, in terms of delivery of customers work and defining the process that was followed by our operatives. As well as leading the sales team to generate a pipeline of upcoming work and managing relationships with all our key customers.This also involved ensuring customer’s needs were met, they had the required training at their organization and future software enhancements were channeled and prioritized onto our application road map.On top of these specific areas, I was part of the senior leadership team of the company which meant I dealt with a wide range of business matters to ensure the smooth running and sustainable growth of the company.