Programme Director for major transformation of retail outlets for Royal Mail Group to achieve profitability by 2011. Scope included rebranding, new product launches, closure of 2500 post offices, business process reengineering to save costs, new technology rollout, trials of new branch formats etc. Multiple stakeholders and business partners, including Bank of Ireland, involved. Restructured programme, ran it for 9 months and handed over to internal programme manager and new PMO to manage.

In 2000, also selection of an external systems integrator and solutions provider for the IT elements of an E-Commerce and CRM based major programme of change under OJEU rules with a projected budget of £200 m, critical given UK and EC deregulation of the postal market. Definition of the IT plans for Phase 1.

In 1993-94, Change Manager for the implementation of a reorganisation of the IT department which then had 1100 staff and revenues of £90 million.

Programme Manager, BBC iPlayer Programme, objective to allow on demand access, subject to rights, to all BBC media to any technical platform driven by changes in audience consumption of media. Free service to licence payers in UK, (subject to rights), commercial options for both UK and overseas, (advertising, subscription, pay to view, pay to own), partner links, eg YouTube/Google, mobile phone companies. Built team and delivered Phase 1. Developed plans with central strategy team and BBC Worldwide for subsequent phases. Central team 250 plus matrix management across BBC.

Programme Director for initial phase of Digital Media Initiative Programme, objectives of which are digital tapeless production and storage of all media assets across BBC. Reshaped programme from set of small initiatives to strategic pan BBC programme.

Strategic review and initiation of programme of work to improve search capability on BBC. Expected budget over 3 years, £10 million. First phase delivered as part of BBC iPlayer programme.

Project assurance of the Orion project for the transformation of the commissioning to play-out value chain. Initiated project changes to bring project back on track. Project budget £50 million, staff 100.

Strategic Planner responsible for definition of possible ‘breakout’ strategies. Managed the development of possible options including one involving an innovative corporate restructuring and unitisation of the with-profits fund, which would be a first for the UK. Obtained leading Counsel and consulting actuary, in principle, agreement that this option was feasible. Presented strategy to Board, FSA and HMRC. Option to convert the with-profits fund put on hold pending further investigation of possible sale. Team size and budget for initial investigative work, 20 and £10 million.

Led the impact analysis of the FSA Prudential Source Book and Government’s Pensions Simplification Proposals and initiated relevant programmes.

Acting Programme Director for the Picture Archiving and Communications Systems (PACS) programme (rollout of digital imaging across NHS hospitals in England). Initiated programme. Planned Gateway review. Programme budget anticipated at the time was £400 million.