Ipswich, England, United Kingdom
Much of my work focuses on diagnosing complex digital estates and identifying the structural causes behind recurring operational problems. Rather than treating issues in isolation, I look for the patterns that cause organisations to repeatedly firefight the same problems. From there, I help set direction for system improvement, replacing short-term workarounds with stable, scalable and well-structured services. I specialise in working where systems, processes and assumptions don’t quite line up — identifying what is actually happening, defining what needs to change, and shaping improvements that strengthen performance, reliability and long-term resilience. Recent work includes setting direction for ERP workflow remediation, defining integration strategy for cloud migration across 40+ interfaces, and maintaining continuity of business-critical platforms following vendor withdrawal. I combine technical depth with commercial awareness, practical delivery and stakeholder influence — contributing to system selection, challenging ineffective approaches and helping shape decisions across enterprise systems. I am focused on roles that bring together system ownership, strategic direction and practical delivery across complex enterprise environments.
Operating at senior/lead level as de facto owner of ERP performance, integration strategy and system stability during critical cloud transition, shaping technical standards and contributing to enterprise application estate direction. • Set direction for ERP workflow remediation, addressing systemic technical debt, reducing execution time from 12+ hours to under 2, and removing a key risk to operational scalability and cloud readiness • Identified and mitigated on-premise to cloud performance risks, preventing degradation across shared multi-tenant environments • Redesigned workflow architecture for cloud constraints, reducing 14+ queues to a scalable model of 7 and removing structural performance bottlenecks • Defined and led ERP cloud integration strategy, owning a 40+ interface estate and reconfiguring it for API and replica-based models, avoiding unsustainable lift-and-shift • Assumed full ownership of a business-critical payroll platform following vendor withdrawal, establishing governance, controls and repeatable processes to maintain operational continuity during system replacement • Replaced constrained financial reporting model, securing stakeholder buy-in to transition from remote desktop to a scalable client-server approach
• Directed delivery of a £220k customer-facing digital repairs portal, coordinating cross-functional teams and suppliers for a smooth, scalable launch • Took ownership of a £100k project following a leadership gap, stabilising delivery and ensuring successful implementation • Challenged and redefined system integration approach, replacing a complex bi-directional interface with an existing user-focused platform, improving usability and avoiding £50k in development costs • Applied data-driven analysis to identify resource constraints, reducing operational backlog by 50% and improving service performance • Led digital adoption across operational teams, training 30+ staff, embedding mobile workflows and holding line management responsibility alongside major system delivery
• Delivered digital self-service portal for 7,500 tenants three months ahead of schedule, improving access to housing services • Co-developed cloud communications module with supplier NEC; implemented performance tracking to improve reporting and decision-making
• Oversaw programme governance and financial tracking across the corporate property portfolio, improving visibility, control and delivery confidence across multiple projects • Identified and corrected £250k in budget discrepancies, strengthening financial controls and improving reporting accuracy • Developed programme tracking and reporting systems that improved transparency, oversight and accountability across project delivery
• Led development of asset management and ISO9001 quality management systems, improving process structure, auditability and organisational compliance • Designed system improvements later adopted by an external supplier as a standard approach, demonstrating practical value beyond the immediate organisation • Reduced monthly survey workload from 5 days to under 1 hour through process redesign, automation and improved data handling • Chaired Quality Management group, strengthening audit procedures and supporting successful ISO9001 reaccreditation • Re-established cross-team working following a breakdown in communication, clarifying ownership and improving long-term programme stability