• Responsible for 120 staff in EMEA, APAC, and North America with direct line management of ten individuals, including the CISO, the Global Head of Operations and the Global Head of Service Delivery
• Introduced employee reward and recognition programmes, surveys and engagement activities, including training agreements
• Accountable for Governance, Risk, and Compliance (GRC) – guided the ExCo and senior management team in the design and implementation of a new governance structure, including frameworks, policies and standards
• Restructured the ExCo, introducing new forums aligned to the new governance structure. Devised and delivered key metrics for these forums, improving communication between staff and management by issuing non-confidential metrics and outputs to teams
• Successfully project managed and delivered the company’s first SOC 2 Type I and Type II accreditations, including identifying applicable trust service principles, defining and implementing controls and creating new polices, process and procedures aligned to these. This enabled the company to mature from an organic start-up to a business appropriately supporting its regulated clients
• Conducted a business wide review of roles and responsibilities and staff utilisation, delivering cost savings through organisational restructurings, process reengineering, automation and process waste removal, maintaining an agile and control compliant model
• Working with the CEO and CFO, developed business intelligence metrics and generated key indicators of departmental financial position and performance. Utilised these and existing materials to develop a 5-year business plan, associated strategy, routes to market and plan of execution
• Took on responsibility for the Security function, recruiting a new CISO as a direct report, and delivered improvements to the business’s security posture and systems whilst realising departmental cost savings through automation and headcount reduction
• Led senior stakeholders in the design and rollout of whole business continuity plans aligned to ISO 22301. These were deployed in response to COVID-19 with all staff being permanently transferred offsite successfully with no operational or client impact
• Responsible for staff and facilities management of all sites (including core offices and Disaster Recovery rapid and long-term sites) and their ongoing ability to accommodate staff safely and securely in order to deliver contracted services to clients on a 24 x 7 x 365 basis
• Created a new Audit team, set up new Audit and Risk committees, and developed an annual internal audit plan
• Created policies to remove historic barriers to the business’s transition to new technologies including cloud, whilst identifying and mitigating risk through appropriate controls

• Led a team of six Project Managers and one Contract Manager and their respective deliveries
• Updated processes and procedures, improving project governance and delivery through methodological alignment and a repeatable templated reporting approach
• Project managed multiple multi-million-pound projects concurrently and led the delivery relationship of the company’s largest Tier 1 client (c. $86m), successfully delivering global ultra-low latency software and hardware projects from requirement gathering, through testing and into Production, including those driven by regulatory / legislative changes (e.g. MiFID II)
• Restored degraded client relationships through relationship management of internal and external stakeholders at all levels (including C-suite) of the company’s largest Tier 1 Investment Bank, Hedge Fund and Prime Brokerage clients
• Introduced automated ServiceNow reporting to the Service Delivery team, providing improved client reporting and generating time / cost savings of approx. 1 FTE
• Delivered process improvements to the Software Development Life Cycle, including client artefacts e.g. automated release notes

• Project managed the sale of the customer base (circa. £20m) in accordance with PRINCE 2, providing all standard project artefacts alongside a cutover strategy, technical specifications, testing approach and reconciliation documentation
• Successfully delivered to time and budget three cutover migrations of over 120k customer accounts and assets, the largest involving 105k customers, 8.5bn lines of stock and £400m cash - budget: £1.5m
• Having completed all migrations, worked with regulators and the London Stock Exchange to set up legacy services before completing the wind down of legal entities - budget: £2.1m
• Stakeholder engagement at all levels (including CEO) through 1-1 sessions and structured status communications
• Matrix managed approx. forty internal and external staff, including third parties within the UK and France
• Motivated teams subject to redundancy proceedings and third parties to deliver planned task / project deliverables on time and within budget

• Successfully managed and delivered Cutover and Data Migration of a £250m payments programme covering thirty-five countries with stakeholder engagement up to Logica CEO
• Matrix managed fifty staff throughout Europe and Asia, uniting internal and external teams to create a programme cutover plan which ensured successful transformation and delivery of all data
• Executed the cutover plan as part of Dress Rehearsals, capturing lessons learnt and updating the final plan which was used for the cutover of the first and then each subsequent country
• Rolled SharePoint out as a programme library, improving collaboration and providing a logically secure central repository for all key documentation
• Asked to take responsibility for overhauling programme release management and environment management, revised processes and introduced proactive environment maintenance to maximise testing capacity and productivity
• Managed twenty-one products and all testing across seven environments, including Production
• Set up knowledge transfer and successfully transitioned Production release management to Live Service teams in India