As Director of Transformation, responsible for the successful evolution of the Strategic Sales Centre (SSC), enabling it address all new business in EMEA designated as strategic (deals $100m+ TCV).
Successfully led the integration of HP and EDS business units post acquisition of EDS by HP, dealing with the transfer and take-on of staff between the companies, and associated HR, communication and change issues, including the integration and rationalisation of business functions and workforce reduction.
Following its success in improving win/close rates of new business $500m+ TCV, the SSC’s mission was enlarged to address all deals $100m+ TCV. He defined and lead the change programme to industrialise the SSC’s deal management, solution integration, and new business creation capabilities to support this higher volume and deliver improved win/close rates and better quality (more profitable) deals.

As Director of Organisation, People and Partners, and Chief of Staff, for the ATLAS Consortium, he was responsible for the strategic transformation of ATLAS, forging five partner companies (EDS, EADS, Fujitsu, General Dynamic and Logica) and 3,000 staff into a single high performing team. ATLAS is contracted to deliver the DII Programme, which was then the largest European IT outsourcing and transformation deal (TCV £5bn+), providing a managed fixed and deployed desktop infrastructure for the UK Ministry of Defence (MoD) to 340,000+ users via 160,000+ desktops at 2000+ locations in more than 20 countries. His responsibilities included:
 Organisational Design and Effectiveness: Establishing organisational clarity, behavioural change and a performance driven culture;
 Human Resources: Aligning the HR policies and practices of the consortium partners to support a consistent approach to staff engagement, performance management, reward and recognition, and talent management;
 Partnership: Promoting mature collaborative working within the consortium and with the MoD;
 Development of the ATLAS Management Board and Leadership Team (100+);
 Internal, Programme and External marketing and communications, including PR.

Executive Partner of a property development and construction business specialising in historic and character buildings (Project TCV £500k to £3.5m), undertaking all activities from site identification and acquisition, through, planning, design and construction, to marketing and sales.

Lead Commercial Advisor to the Department of Health (DH) on the development of a mixed economy for the provision of healthcare to NHS patients, helping the DH to develop significant additional capacity for use by the NHS provided by the private sector – facilitating a fundamental shift towards ‘buy’ over ‘make’.
His assignment covered ministerial support for the development of the DH’s long-term strategic direction and policy for healthcare provision in the UK, as well as early market making activities, including:
 Key input, definition and initiation, to the largest procurement of clinical services undertaken by the DH;
 Gaining executive buy-in from private sector organisations from the UK and overseas to new ways of providing clinical services to NHS patients;
 Market establishment and development strategy;
 Marketing and communications activities to engage the provider community in the UK and overseas.

Business Consultant supporting the Affinity CEO and COO, with responsibility for the strategic transformation of the Affinity consortium (EDS, IBM and PwC) and development of EDS’ second largest global account ($1bn ABR), set up to deliver the (then) largest business change and IS/IT programme in Europe, to the Department of Work and Pensions. Assignment achievements:
 Development of account strategy;
 Definition and implementation of the organisation structure, governance and operating models. Development and change of the account leadership team to achieve a step change in efficiency and effectiveness, creating the alignment needed to achieve key business objectives;
 Development and implementation of the commercial and operating framework for consortia working between EDS, AT Kearney, IBM and PwC;
 Development of client relationships and mediation.

Strategy Consultant, supporting delivery and implementation of Railtrack's IS strategy, an enterprise-wide approach for leveraging IT to support achievement of Railtrack's business objectives (Budget £500M+). Assignment achievements:
 IS Strategy – Development of Railtrack’s Information Systems Strategy;
 Strategic Business planning – Setting and obtaining board approval for in year and five-year plans and budgets. High-level planning for implementing enterprise-wide infrastructure, applications and business change programmes, including migration/decommissioning of legacy systems;
 Sourcing and supplier relations – Developing and implementing the sourcing strategy. Establishing relationships with strategic suppliers. Supplier and solution assessment (railway operation, asset management, property, finance, supply-chain and workflow systems). Defining and negotiating commercial frameworks and contracts;
 Marketing – Internal marketing and communication of the IS strategy.