Apr 2024 – Present · 2 yrs 1 mo

• Following the completion of a long-term contract, I took a deliberate period away from full-time employment to complete the CTO Programme at Cambridge Judge Business School, care for my mother through serious illness until her passing in November 2025, and invest in my own development.
• During this time I completed executive education in technology strategy, AI, and business analytics at Cambridge Judge. I stayed active in the Workday community through meetups and advisory conversations with leaders preparing for ERP transformation. I also developed lightweight process automation applications for small businesses, exploring how enterprise delivery principles can be applied at SME scale.
• I am now fully focused on returning to senior programme and portfolio management, bringing sharper thinking in AI-enabled transformation and organisational leadership to my next role.

Aug 2022 – Apr 2024 · 1 yr 8 mos · Newbury, England, United Kingdom · Hybrid

• Vodafone UK's billing operation processed over 700 million pounds of revenue annually, running across more than 20 legacy systems and a delivery ecosystem of 200 plus people spanning internal teams and multiple third-party suppliers.
• I took over the programme and restructured delivery around a unified SAFe framework, replacing fragmented workstreams with a single prioritised backlog and rebuilding the testing and quality model end to end. Defect pass rates went from 30% to 95%. Efficiency improved by 40%. Benefit realisation came forward by 18 months.
• I also scoped and initiated a GenAI-driven knowledge management capability within the programme, designed to improve operational efficiency across the delivery teams.
• The scale of this programme, technically, commercially, and organisationally, made it one of the most demanding deliveries of my career. Getting 200 people, multiple suppliers, and a large business moving in the same direction at pace, while maintaining a live billing operation, required as much leadership as it did programme management.

Feb 2022 – May 2022 · 3 mos · Greater London, England, United Kingdom · Hybrid

• Stepped in on a short term basis at the request of a director contact to provide interim leadership for the Domain Integration engineering team while permanent management was being onboarded. The team of 50 plus engineers was responsible for TMF-aligned domain services underpinning cross-platform delivery across BT.
• During the 3 month assignment I maintained team stability and delivery continuity, used existing relationships across BT and EE to keep cross-functional dependencies moving, and supported the incoming Technology Manager through onboarding, transferring knowledge and internal context to set him up quickly. Handed over a stable, functioning team at the end of the assignment.

Apr 2021 – Dec 2021 · 8 mos · Worthing, England, United Kingdom · Hybrid

• Brought in ahead of contract signature to review and finalise the Workday agreement, ensuring the scope, data migration obligations, and integration requirements were fully covered before the programme began. This early involvement shaped the programme foundation and avoided the scope gaps that typically surface mid-delivery.
• The programme migrated HR and Payroll from a heavily customised SAP environment to Workday, covering the full HCM lifecycle including recruitment, onboarding, absence, performance, and payroll. Total budget was 6 million pounds across CAPEX and OPEX, delivering 2.5 million pounds in annual benefits.
• I set up a network of Change Ambassadors from the start of the programme, well before go-live pressure built up. Experience from previous programmes taught me that change adoption activities started late carry significantly higher risk, so embedding them early gave the organisation time to build confidence with the new platform at its own pace.
• On the delivery side, I managed over 20 integrations with internal systems and third-party providers through a hybrid integration model, and oversaw all data validation, cleansing, mapping, and configuration across the Workday modules.
• Results: succession planning improved by 75%, hiring accelerated by 60%, and reporting overheads reduced by 50%. Annual benefits of 2.5 million pounds were delivered through improved recruitment efficiency, faster onboarding, and reduced administrative overhead.

Jan 2020 – Apr 2021 · 1 yr 3 mos · Reading, England, United Kingdom · Hybrid

• Neos Networks was being separated from SSE Group as an independent business and needed a complete HR, Finance, Payroll, and Procurement operation stood up from scratch on Workday, within an ambitious timeline and during the Covid-19 pandemic.
• I joined before the Workday contract was signed, reviewed and negotiated the scope to ensure all functional requirements across HR, Finance, Payroll, Procurement, and integrations were fully captured before work began. Total budget was 5 million pounds across CAPEX and OPEX.
• I delivered over 30 critical integrations covering banking, benefits, procurement, and identity systems, and led data migration, configuration, and change management across all Workday modules. The programme completed on time despite the pandemic forcing an entirely remote delivery model from day one.
• Results: back-office efficiency improved by 70%, annual admin and reporting overheads reduced by 60%, generating 0.9 million pounds in recurring savings. The new business had a fully independent operating platform at the point of legal separation.
• I reported to the CTO and CFO throughout and owned the Workday platform roadmap post go-live, ensuring the business had a clear path for platform evolution beyond the initial implementation.

Jun 2018 – Sep 2019 · 1 yr 3 mos · London, England, United Kingdom · On-site

• Brought in by the CTO to lead IT delivery across multiple parallel programmes at Paymentsense, a PE-backed fintech during a period of rapid growth and significant strategic change.
• Primary focus was the Workday HR and Finance transformation, which I drove from contract negotiation and vendor selection through to full implementation, delivering 1.5 million pounds in annual savings. Working in a PE-backed environment meant timelines were tight, resources were lean, and the bar for delivery accountability was high throughout.
• Alongside the Workday programme I established a digital delivery capability, bringing in Endava as an offshore development partner to modernise the web and mobile platforms, generating 1 million pounds in recurring savings. I also led vendor selection, contract negotiation, and programme setup for SmartVista, a new merchant acquisition platform built with BPC Payment Services, which laid the commercial foundations for what later became Dojo, now the largest payment processor for small businesses in the UK processing over 42 billion pounds across 2 billion transactions.

Mar 2017 – Jun 2018 · 1 yr 3 mos · London, United Kingdom · On-site

• Joined Vodafone to lead a retail digital programme that began as a straightforward CMS brief for in-store screens. Over the course of the engagement I expanded the scope and secured additional budget to deliver Phoenix, a fully integrated omnichannel content distribution platform covering mobile, tablet, TV, and in-store digital signage across Vodafone retail.
• Phoenix replaced static paper-based product information and fixed USB-fed displays with a dynamic, market-controlled content platform. It gave local markets direct control over in-store content for the first time, including digital price tags, live device feeds, and real-time promotional displays. The platform was built on a headless CMS and Android architecture and designed for reuse across multiple Vodafone markets.

Aug 2016 – Mar 2017 · 7 mos · Greater London, England, United Kingdom · On-site

• Delivered a portfolio of digital capability projects for EE, leading a team of ten and managing a budget of 250K pounds.
• Key deliveries included the Family Gifting solution, enabling data sharing across mobile accounts and sub-accounts, and the enablement of Apple Music and BT Sport on EE's digital channel. I also provided consultancy to delivery and implementation leads on Agile transformation, using DevOps practices as the entry point for the shift.
• The role concluded when I was approached by Vodafone to lead the Phoenix retail digital programme

Aug 2014 – Apr 2016 · 1 yr 8 mos · Greater London, England, United Kingdom · On-site

• Moved from the Infosys engagement to a direct contract with Vodafone Group, taking on a broader remit covering global channels demand management, eSIM strategy, and portfolio harmonisation across 21 Vodafone markets.
• Led the Global Demand Harmonisation programme across all 21 Vodafone countries, standardising demand management processes, consolidating the benefit portfolio, and establishing a business architecture framework that gave Group and local markets a common operating rhythm. Presented strategic recommendations to CxO level for approval.
• Formulated the embedded eSIM strategy for Vodafone Group and Germany, delivering a lightweight cloud-based eSIM activation platform aligned to GSMA remote provisioning standards. This was early-stage work in what has since become a significant shift in how mobile networks handle device connectivity.
• Led the cross-channel device diagnostics initiative targeting 40% reduction in no-fault-found repairs, with a projected cost avoidance of 15 million euros, and managed the channels budget cycle across Group Technology and all local markets.
• Also established Vodafone's Agile Ways of Working framework, presenting a structured recommendation to the CIO and CTO committee covering planning effectiveness, prioritisation, governance, and tooling for the transition from waterfall to agile across global markets.

Sep 2011 – Jul 2014 · 2 yrs 10 mos · Greater London, England, United Kingdom · On-site

• Deployed by Infosys as senior programme manager embedded within Vodafone Group Technology, operating as a trusted extension of the client leadership team rather than in a traditional SI delivery role. This was a consulting engagement requiring the credibility to advise CxO-level stakeholders across multiple European markets while managing the interests of both the client and the SI.
• Over three years I held progressively senior responsibilities within the Vodafone Group channels domain. I started as Country/Account Manager with accountability for rolling out Vodafone's central digital strategy across six European markets including Germany, Italy, Netherlands, Portugal, Czech Republic, and the UK, managing a joint annual budget of over 30 million dollars. I acted as the primary bridge between Vodafone Group and local market leadership teams, negotiating priorities, governing delivery, and ensuring group strategy translated into local execution.
• I then moved into demand and portfolio management, establishing the process that governed how IT demands flowed from conception through to implementation across all global transformation initiatives. I subsequently initiated the EU Digital Acceleration programme, driving it into ten European markets covering commercial objectives across digital marketing, cross-channel sales, web simplification, and customer insight.
• Throughout this period I managed vendors including Oracle, eGain, IBM, HP, Infosys, and development centres across India and Egypt, and served as strategy advisor to CTOs, Directors, and market heads across the Vodafone Group.

Sep 2002 – Aug 2011 · 8 yrs 11 mos · London, United Kingdom · On-site

• Spent nine years building and running the digital delivery operation for T-Mobile UK, growing into full delivery leadership with a team of 70 plus people and a portfolio handling 7 million transactions per month.
• International eSales Platform (2004 to 2005): Defined and delivered one of the first central international e-commerce platforms in European telecoms, shared across T-Mobile UK, Czech Republic, and Austria. Conceived the architecture, led business process design across three markets, and delivered in eight months at a time when the industry thought a centralised international sales solution could not be done.
• EDEN Platform (2004 to 2008): Designed and built from scratch a fully bespoke digital platform covering web, retail, and customer service for T-Mobile UK. Led development centres across Eastern Europe to deliver a platform of genuine technical ambition in 18 months. EDEN delivered the UK's first fully interactive itemised online billing experience in 2006, benchmarked among the fastest fully integrated online platforms in the UK at the time. Won Online Retailer of the Year 2007 and Best Online Retailer 2008.
• Operational Excellence Programme (2008 to 2009): Restructured delivery and release processes across the digital portfolio. Improved time to market by 80% for routine deliveries, generating over 1 million pounds in annual cost avoidance.
• SME Self-Service Portal (2009): Contributed to T-Mobile winning Best Small Business Service Provider of the Year 2010.

Jul 1997 – Aug 2002 · 5 yrs 1 mo · London, United Kingdom · On-site

• Worked as project manager for a UK IT services and outsourcing firm, delivering technology projects for UK clients with offshore development teams across India.
• Key delivery during this period was the eLearning platform for WideLearning.com, completed in 1999 and 2000. This was one of the first AICC-compliant internet-based eLearning platforms in the UK, built at a time when the web was still predominantly static HTML. The solution used JSP and servlet architecture and brought computer animation and video streaming to financial skills training for investment banks and private investors. It required transforming WideLearning from a CD-based content business into a fully online learning provider.
• Also managed ATM and inter-banking transaction switch rollout across western India for Bull France, and led teams of 10 plus onshore consultants alongside 30 plus offshore developers.

Jul 1993 – Jun 1997 · 3 yrs 11 mos · On-site

• Early career roles spanning software development through to project leadership, working across India and the UK. Progressed from junior Oracle developer through senior developer to project lead across a series of technology firms including Integrated Software Solutions, Patel India Business Centre, Heena Computers, and Mascot Systems.
• Built foundational skills in Oracle, Unix, C, and systems architecture during a period of rapid growth in enterprise computing. The problem-solving instincts and technical grounding from these years informed the delivery leadership approach I carried into later roles.