Changing the systems a country depends on, without switching them off.

Context

Critical control room communications were still moving by fax. On a system where national electricity supply depends on messages arriving intact and on the record, that is both an operational risk and an audit problem, and the hardware was reaching the end of its supportable life.

My role

I owned requirements gathering and stakeholder engagement across control room and operational teams, and defined the digital platform that would replace fax for those communications.

What I did

Mapped every communication that fax was carrying and what each one was actually for, then worked with control room engineers, operational leads and assurance functions to agree a target platform that met the same integrity, traceability and speed requirements. Defined the transition so no communication route was ever without a working method.

Context

A nationwide refresh of the IT infrastructure supporting water treatment and distribution. Scope ran from network sockets and circuits through to laptops, desktops and the wider end-user estate across multiple operational sites.

My role

Analysis and delivery coordination across sites, working as a contractor to the delivery partner.

What I did

Established what each site actually depended on before anything was touched, then sequenced the rollout around live operational activity so that treatment and distribution work was never waiting on IT. Every phase had a defined fallback.

Context

The bank had grown by acquisition and was running several customer bases, portals, brands and corporate websites in parallel. It needed to become one bank to customers, without a pause in trading.

My role

Delivery Manager for the integration programme.

What I did

Ran the migration of acquired customer bases onto a single portal, the consolidation of separate corporate websites into one brand site, and the migration of staff and business communications including email domains. Held delivery across the acquired businesses to one plan, in a regulated environment where customer transactions could not stop.

Context

Residential energy performance is a matter of public record, but that data sits outside lending systems and does nothing on its own. The opportunity was to use it to improve real properties before they reached customers.

My role

I ran the programme on the mortgage side of the bank.

What I did

Integrated with government-held property energy performance data through APIs and brought it into our own systems, assessed the efficiency of individual properties, then commissioned improvement works to bring homes up to standard before they were sold on to customers. Built the operating process that connected data, works and lending.

Context

A large-scale telephony programme covering courts and judicial users, where a dropped or misrouted call has consequences for proceedings.

My role

I led the business analysis for the programme.

What I did

Ran current-state assessment across the estate, gathered requirements from court and judicial users whose working practices differed site by site, and defined the target telephony solution against them.

Context

A digital programme spanning multiple local authority areas, each with its own systems, priorities, budgets and politics, and no single line of command between them.

My role

Project manager for the programme.

What I did

Ran delivery and governance across the participating authorities and held them to a single shared plan, working through the differences in local constraint rather than around them.