Portfolio Introduction.
This portfolio highlights the types of work I’ve led.
My expertise lies in making strategy, innovation, and transformation happen. I’m the bridge between strategic stargazing and delivery of real business benefits, whether that’s improved performance, bottom-line impact, or operational change.
I make sure the work happens, stays on track, and delivers the results and benefits the business invests in.
Acquisition, Integration, Divestment.
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Business acquisition & integration (buy-side)
Managed Business acquisition and integration with attendant TSA, doubled the workforce and expanded the portfolio of niche affinities and specialist insurance products.
ROLE: Project Manager
INDUSTRY: Insurance, Private equity-backed
BUSINESS SIZE: £10m-£15m GWP, ~300 employees
DEAL INFO: £5-£10 million deal value, 120 team members acquired, Carveout, with TSA
DEAL RATIONALE: enhance market position with further niche offerings, loyal customer base with high retention
PROJECT LENGTH: 15 months
PROJECT TEAM: 45 internal and 9 suppliers
PROJECT VALUE: £1.3m
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Business acquisition & integration (buy-side)
Delivered integration of an acquisition from a large enterprise into a medium-sized group, including successful and punctual TSA exit and multiple simultaneous workstreams. Delivered highly complex and multi-faceted migration of team members, data, and customer contracts alongside a concurrent upskilling of workforce, supplier rationalisation, pricing strategy definition and cross-sell activity.
ROLE: Project Manager
INDUSTRY: Engineering, Private equity-backed
BUSINESS SIZE: £50m-£60m turnover, ~1600 employees
PROJECT LENGTH: 6 months
PROJECT TEAM: 17
PROJECT VALUE: £180,000
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Business acquisition & integration (buy-side)
Managed final stages of TSA following acquisition.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £10m-£15m GWP, circa 180 team members
DEAL INFO: £10 – £15 million deal value, circa 70 team members acquired, Carveout with TSA
DEAL RATIONALE: strengthening its specialist MGA (Managing General Agent) portfolio, deepening presence in the niche market, and broker network expansion.
PROJECT LENGTH: 3 months
PROJECT TEAM: 12
PROJECT VALUE: £800,000
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Separation post-acquisition (sell-side)
Led the separation programme following the sale of the parent business in a carve-out deal. The project involved managing the technical and operational disentanglement from the parent group under a Transitional Services Agreement (TSA), including IT infrastructure separation, contract novation, data migration, and the rollout of new systems and processes to support independent operations.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £10m-£20m GWP, ~90 team members
PROJECT LENGTH: 12 months
PROJECT TEAM: 15 cross-functional members (IT, Underwriting, Actuarial, Claims, BI, Finance, HR, Digital)
PROJECT VALUE: £500,000
Product & Commercial Transformation.
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New Commercial Partnership
Managed transition to a new Capacity provider bringing in significant commissions uplift.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £10m-£15m GWP, ~140 team members
PROJECT LENGTH: 4 months
PROJECT TEAM: 13
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New Commercial Partnership
Directed the transition of insurance capacity to a new provider under a multi-year agreement. Delivered full technical and operational readiness to underwrite policies while ensuring all contractual and regulatory obligations were met.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £5m-£10m GWP, ~90 team members
PROJECT LENGTH: 4 months
PROJECT TEAM: 15
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New IoT Product launch
Led the end‑to‑end delivery of two new IoT connectivity solutions for enterprise and midmarket customers: Smart Vehicle (Telematics) for fleet managers and leasing providers, and Cellular WAN for secure, temporary, or remote office connectivity.
Directed a cross‑functional team covering Product, Engineering, Sales, and Customer Support to bring both propositions from concept through to launch. Oversaw the development of the commercial approach, pricing, partner engagement plans, and operational readiness activities, ensuring they were aligned with wider portfolio strategy.
ROLE: Project Manager
INDUSTRY: Telecommunications, Partner Operations
BUSINESS SIZE: £10.6b global revenue, 10,000+ employees
PROJECT LENGTH: 9 months
PROJECT TEAM: 8 internal
PROJECT VALUE: £110,000
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New Product launch
Led the launch of a new Digital Mobile Device Management (MDM) product into the Partner and MidMarket customer segments, following a successful pilot. Directed the cross‑functional team responsible for translating the trial into a scalable commercial service.
ROLE: Project Manager
INDUSTRY: Telecommunications, Partner Operations
BUSINESS SIZE: £10.6b global revenue, 10,000+ employees
PROJECT LENGTH: 7 months
PROJECT TEAM: 16 internal, 2 suppliers, 43 business partners
PROJECT VALUE: £320,000
Digital Transformation.
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Partner portal Proof-of-concept & launch
Led the launch of a secure partner portal for external access to business data. Managed extensive stakeholder engagement across internal teams and external partners, including presentations, focus groups, and training sessions to ensure successful adoption.
ROLE: Project Manager
INDUSTRY: Telecommunications, Partner Operations
BUSINESS SIZE: Global Enterprise, 10,000+ employees
PROJECT LENGTH: 18 months
PROJECT TEAM: 16 internal, 2 suppliers, 43 business partners
PROJECT VALUE: £320,000
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Legacy Device Replacement and MDM Deployment
Delivered key initiatives within a flexible working transformation programme, including the replacement of legacy mobile devices, secure email rollout, and deployment of mobile device management (MDM) solutions.
ROLE: Project Manager
INDUSTRY: Local Government, IT, Outsourcing
POPULATION SERVED: Circa 175,000 residents
PROJECT LENGTH: 9 months
PROJECT TEAM: 7 team members, 35 trial users, 3 suppliers
PROJECT VALUE: £58,000
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Establish a Managed Tablet Service
Introduced managed tablet services to support remote and field-based work, enabling a more agile and digitally connected workforce. This initiative supported the organisation’s broader flexible working and estate rationalisation strategy.
ROLE: Project Manager
INDUSTRY: Local Government, IT, Outsourcing
POPULATION SERVED: Circa 175,000 residents
PROJECT LENGTH: 6 months
PROJECT TEAM: 9 team members, 15 trial users, 1 supplier
PROJECT VALUE: £175,000
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Investment case for system consolidation
Led the development of a strategic investment case to consolidate multiple legacy systems into a unified digital platform. Mapped current-state architecture, identified inefficiencies, and quantified financial and operational benefits. Engaged senior stakeholders across IT, operations, and finance to align on priorities and future-state requirements.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £10–15m GWP, ~180 team members
PROJECT LENGTH: 4 months
PROJECT TEAM: 6 internal stakeholders, 1 external analyst
PROJECT VALUE: £1.2 million (estimated investment case)
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Service Activation Automation
Led the automation of core digital provisioning workflows using virtual agent technology to streamline service activation and reduce manual intervention. Collaborated with IT operations, service delivery, and customer support teams to map current processes, define automation logic, and implement, test and rollout a virtual agent framework.
ROLE: Project Manager
INDUSTRY: Telecommunications, Partner Operations
BUSINESS SIZE: Global Enterprise, 10,000+ employees
PROJECT LENGTH: 10 months
PROJECT TEAM: 16 internal, 2 suppliers, 2 automation specialists
PROJECT VALUE: £230,000
Organisational Development.
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Delivery Excellence & Operational Efficiency
Growing UK-based telecoms pricing consultancy and software provider.
Consulted on and supported team development across the software development lifecycle, helping the organisation scale its operations to bring about greater efficiency and reliable delivery capability for both client implementation projects and internal product development & releases (mixture of release engineering & DevOps). Reporting into Managing Director & Head of Business Development.
ROLE: Consultant
INDUSTRY: Software, Telecommunications
BUSINESS SIZE: £1.5m, Circa 25 team members
PROJECT LENGTH: 20 months
PROJECT TEAM: 9 internal (Including Design, Dev, Test, Product, Commercial/Customer, and Support)
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New team creation, 24x7 Operations Launch for Smart Infrastructure
Consortium-led smart metering programme awarded by the UK government, to establish national infrastructure for IoT-enabled energy monitoring and data services.
Led the creation of a new 24x7 Smart Metering Service Desk to support the rollout and ongoing operation of smart metering services across the UK. Coordinated a multi-disciplinary team spanning Planning, Business Continuity, Operations, IT, Telephony, Information Security, Training, Finance, and Process Design. Reported into the Programme Director for Smart Metering Services.
ROLE: Project Manager
INDUSTRY: Utilities, IoT, Public Sector
BUSINESS SIZE: Circa £22m turnover
PROJECT LENGTH: 11 months
PROJECT TEAM: 12 internal, 3 Partners, 10 new team members
PROJECT VALUE: £250,000
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Large-scale training and upskilling programme
Led a large-scale training and upskilling program, creating materials and delivering advanced technical training to 40 agents, transforming them into ‘digital gurus’. The training covered fault diagnosis, product knowledge, and the rollout of new processes and channels, including a new ‘technical callback appointment’ process.
ROLE: Project Manager
INDUSTRY: Telecommunications, Outsourcing
BUSINESS SIZE: Global Enterprise, ~10,000 team members
PROJECT LENGTH: 8 months
PROJECT TEAM: 16 internal, 2 suppliers, 3 Partners
PROJECT VALUE: £50,000
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Offshoring, Service remediation
Following transition of service from a UK-based team to an offshore team, concerns were expressed regarding the offshore Operation's capability to deliver service at an adequate standard for customers. This was also greatly impacting key business metrics and SLAs, resulting in financial impact through missed reward payments and service penalties.
Delivered a review of the processes for suitability, lead documentation of standard operating procedures, reviewed training content and scheduled training programme for offshore team members.
ROLE: Project Manager
INDUSTRY: Telecommunications, Outsourcing
BUSINESS SIZE: Global Enterprise, ~10,000 team members
PROJECT LENGTH: 3 months
PROJECT TEAM: 9 internal
PROJECT VALUE: £40,000
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Outsourcing
Led the outsourcing of key operational functions to a specialist third-party provider, including workforce reallocation and TUPE compliance.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: ~90 team members
PROJECT LENGTH: 4 months
PROJECT TEAM: 18
