Modernising Local
Government.
Delivering Real Results.

I transform how public sector organisations interact with residents — from contact centres and customer access, through to self-service, web content, and complaint handling. My approach starts with forensic, data-driven analysis of what's actually driving demand, then builds targeted interventions that reduce volumes without reducing service quality.

At one London borough, I built an AI-driven call analysis model from scratch, analysing 50,000 call transcripts to surface call drivers, root causes, and failure demand. This led to a 38% reduction in call volumes within five months, 102,600 unnecessary calls eliminated annually, answer rates improving from 52% to 82%, and a 39% reduction in contact centre FTE.

I've implemented cloud-based omni-channel contact centres, redesigned IVR and channels, overhauled top-service web content and self-service forms, and implemented corporate complaints management systems. I also designed the detailed digital front door blueprint for adults' social care — a complete end-to-end design covering self-service, target operating model, and new website content.

I lead the deployment of modern technology across public sector operations — from AI-powered call triage and agentic AI, to robotic process automation, Microsoft 365 migration, and multi-factor authentication rollout.

I don't just implement technology. I manage the change that makes it stick: staff engagement, training, resistance management, and leadership buy-in. I've personally designed AI analysis models and automated back-office processes. Technology only delivers value when people actually use it.

At Lancashire County Council, I directed the council-wide migration to Microsoft 365 including Teams, SharePoint Online, and Exchange. At Waltham Forest, I piloted AI-driven call handling, demand analysis, and quality assurance tools. I've defined solutions, conducted market analysis, and piloted AI tools for web, agentic AI call handling, and back-office processing.

I've directed some of the largest workplace transformation programmes in local government. This is about far more than desks and devices — it's about fundamentally rethinking how and where staff work, rationalising estates, deploying technology, and managing the people-side of change at scale.

At Somerset County Council, I directed a complex £12m programme that rationalised 33 back offices into 5 county-wide hubs, implemented flexible telephony across the organisation, redesigned and refurbished existing offices to maximise space, and enabled flexible working styles through ICT interventions and hot-desking.

At Newham, I delivered a Smarter Working programme for over 1,000 staff before COVID-19, redesigning the working environment with a 2:1 staff-to-desk ratio. When lockdown hit, I rapidly deployed 1,870 laptops within three months and rolled out conferencing tools to maintain uninterrupted service delivery.

At Islington, I led the FutureWork programme, establishing pilot offices, developing the business case for property disposal, and delivering an estate rationalisation with £10.8m in cumulative benefits. At Hounslow, I directed the WorkSmart programme for 2,000 users. At Redbridge, I delivered 2,300+ devices and directed the technical fit-out of a 12-floor office.

Public sector organisations are under unprecedented pressure to do more with less. I bring expert-level process reengineering and service redesign skills — I can take a complex, broken process apart, understand why it's failing, and rebuild it in a way that works for both the organisation and the people it serves.

At Waltham Forest, I led a diverse portfolio of programmes focused on transforming resident experience and business support services, while directing multiple large-scale digital transformation programmes. The portfolio delivered over £4m in annual benefits while reducing cost to serve.

My business support transformation eliminated a £1.5m annual overspend through process reengineering and service redesign across over 50 functions including Adults and Children's Social Care, Accounts Payable, HR, and Payroll. I designed the target operating model, managed workforce restructuring, staff consultation, and redeployment through the transition.

I have deep experience of ERP implementation, stabilisation, and recovery across both SAP and Oracle platforms — often in the most complex environments imaginable: local government reorganisations where multiple organisations are merging into one.

At Wiltshire Council, I led the ERP-enabled business change workstream during unitary formation — brokering agreement between multiple merging councils on a single SAP solution, overseeing design and configuration across HR, Payroll, Finance, and Accounts, and managing complex multi-organisation data migration.

At Borough of Poole and Bournemouth Borough Council (now BCP Council), I led cross-authority system migration to a common HR, Payroll, and Recruitment platform, harmonising policies and processes as the foundation for a future shared service model.

At Cornwall Council, I led the post-unitary transition from multiple legacy systems to a single Oracle R12 platform. At Waltham Forest, I led Oracle HR and Payroll diagnostics and turnaround, halving payroll error rates while maintaining live service continuity.