London · Paris · International
Programme & Transformation Leader
Turning complex strategic change into operational reality.
I lead complex programmes where technology, operations, acquisitions and organisational change have to come together — creating the structure, governance and execution needed to move from strategy to working capability.
Immediately available · London / Paris · Permanent & contract
Selected programmes
AI · Data · Infrastructure
01Led a cross-functional programme to turn fragmented AI experimentation into reusable enterprise LLM capability, connecting Data, ML Engineering, Platform, Infrastructure, Security and Operations.
M&A · Infrastructure · International Expansion
02Directed a ~£25m acquisition and operational establishment programme in Colombia spanning property, a 263-rack data centre, office fit-out, legal entity creation, recruitment and transition to operations.
M&A · Technology · Integration
03Built programme governance for a nine-figure acquisition involving a core online gaming platform and multiple brands, coordinating Day 1 and integration readiness across business and technology.
Cloud · Data · Platform
04Delivered cloud and data initiatives from a GCP data-platform migration through to platform, SRE, database, security and observability programmes across multi-team technology environments.
Transformation in practice
Connect ownership, milestones, dependencies, risk and decisions into a model people can actually operate.
Align Product, Technology, Operations and enabling functions around dependencies, sequencing and shared outcomes.
Give leadership earlier visibility of financial pressure, delivery risk and where intervention is actually required.
Expertise
Structuring complex programmes around outcomes, ownership, sequencing, capacity and executive decisions so strategy becomes executable delivery.
Turning acquisition strategy into Day 1 readiness, business continuity and practical post-completion integration across business and technology.
Leading technical programmes while keeping platforms, integration, security, support, adoption and operational outcomes connected to delivery.
Coordinating legal, regulatory, workplace, technology, infrastructure, recruitment and operating-model readiness for new entities and hubs.
Building governance and delivery systems that surface readiness, material risk, dependencies and the decisions where leadership intervention is required.
Connecting milestones, critical path, suppliers, forecasts, financial exposure, RAID and decision routes into one usable view of programme reality.
The Journey
Built the foundations in digital product delivery, platform launches, audience growth and vendor-led execution.
1.5m+ audience reachedDelivered high-volume customer notification, tracking and delivery propositions across a multi-country parcel network.
600k emails + 300k SMS/dayManaged concurrent technology programmes across cloud migration, data platforms, enterprise services and customer delivery.
~£5m combined programme budgetsLed a cross-border acquisition and business-establishment programme spanning property, construction, technology, recruitment and operational readiness.
£25m programme · 263-rack data centreDesigned a programme-control system built around distributed ownership, automation, exception reporting and executive decision support.
500+ activities · 95% adoptionLed delivery of reusable enterprise LLM capability across operations, data, ML engineering, platform engineering, infrastructure and security.
~9,000 agent hours/month opportunityLed governance and cross-functional coordination for a major acquisition, aligning Day 1, continuity and post-completion integration across business and technology.
£100m+ acquisition · 15+ workstreamsInsights
Programme Governance
A programme can stay green long after delivery confidence has started to deteriorate. The issue is often not the status itself, but what the status is allowed to hide.
Risk & Decision-Making
The most consequential programme risks are not always visible in the RAID log. Sometimes the real challenge is discovering that an assumption was never true in the first place.
PMO & Delivery Systems
Good governance is not more reporting. It is a system that distributes ownership, surfaces exceptions and gives leadership the information needed to decide.
Contact
I’m open to conversations about programme leadership, transformation, integration and PMO opportunities where complex change needs stronger structure and execution.
Let’s connect on LinkedIn