Greater Cambridge Area
Highly capable PRINCIPAL BUSINESS ARCHITECT with 25 years experience on business and IT projects. Heavy emphasis on delivering complex high-value initiatives on time and budget to clearly defined, customer-centric objectives.
In this role, I have focused on defining, establishing, and maturing delivery‑oriented business capabilities that enable programmes and portfolios to operate consistently at scale. Rather than concentrating solely on individual initiatives, I have worked to build and stabilise the underlying capabilities that make delivery repeatable, predictable, and resilient over time. This has included designing and embedding portfolio ways of working, governance cadence, escalation models, and senior‑level insight mechanisms. A key part of my role has been establishing portfolio‑level data and reporting capabilities to support effective delivery oversight and decision‑making. I have designed and implemented Power BI dashboards focused on delivery activity, developed semi‑automated monthly portfolio reporting, and improved the consistency, quality, and reusability of portfolio data across reporting cycles. I am hands‑on and fluent with the Power BI stack, including Power BI Desktop, DAX for measures and modelling, and Power Query (M) for data shaping and automation. This enables me to work effectively across delivery teams, analysts, and senior stakeholders, ensuring reporting is both technically robust and insight‑led. A core focus of my work has been identifying when recurring delivery challenges indicate a capability gap rather than a project‑specific issue, and then intentionally shaping the standards, governance, data foundations, and behaviours needed to close that gap. I place strong emphasis on capability maturity, assessing whether delivery and reporting capabilities are ad‑hoc, developing, or managed, and taking deliberate action to stabilise and prevent regression. I operate proactively and autonomously in complex, ambiguous environments, using judgement, structure, and influence rather than formal authority, with a consistent focus on strengthening the system as a whole rather than relying on individual heroics.
Improved Engineering On Time Delivery from 60% (in 2021) to 90% (in 2023) Introduced a consistent portfolio view of committed and proposed activities across all engineering departments Baselined and tracked improvement in delivery metrics Responsible for defining and implementing key customer collaboration models, to increase opportunities and build stronger relationships with lead partners Redefined the operating model for engineering hardware programs Implemented consistent planning and tracking reporting for hardware programs Defined and introduced consistent program governance, communication and escalation processes across all Engineering programs Responsible for a number of operating model improvements from idea through to delivery Formed and recruited a team of delivery experts to build the engineering operations capability
Bought a Peleton, and got into fried chicken recipes. Unfortunately the two haven’t cancelled each other out… Successfully navigated my way out of an escape room in Suffolk and survived the great Linton flood of 2021. Finally got hold of an EV that fits five people and doesn’t quite cost as much as a house. Found out there was a Dishoom takeaway in Cambridge,… did some more Peloton. Visited the Peak District and changed my internet provider. Learned how to make chicken and chilli stir fry with Thai Basil, visited Holkam Beach and entirely re-decorated the main bedroom in the house.
Responsible for justifying and establishing the Imagination Hub, a delivery vehicle for identifying and introducing incremental change in the Imagination Operating Model. Responsible for ways of working analysis for engineering teams operating in Jira under the SafE framework. Understanding the as-is, forming the to-be, identifying gaps and providing recommendations for progression. Main area of focus on the ability to track progress towards delivery commitments. Full departmental capability analysis and capability improvement plan for newly established transformation team. Responsible for the preparation and running of inaugural PI planning event for the transformation team. Responsible for full Portfolio review to ensure the transformation team was focussed on the right things, and executing them in the right way. Responsible for full Product lifecycle management process review.
Took the opportunity during lockdown to spend some time with the family. Couple of trips to southwold, principal capability : Cheif fish and chip gatherer. Ran 15 miles a week, to make sure the additional food and alcohol consumption didn’t take its toll. Come September; Maths teacher, English teacher, Science teacher etc. generally realising how little I know… Bought a wok, seasoned it and learned how to make really good Nasi Goreng. Mastered Chef Mangan’s Wagamama Katsu Curry. Flirted with a few work engagements before Christmas with no joy, got bombarded with work engagements after Christmas as things started to pick up. Celebrated my 43rd birthday by doing roughly the same thing we’d done in lockdown for the previous 300 days.