Website development – Local retail business
Scope: Website stabilisation, future development.
Outcome: Re-coded to include dynamic database capability. Modular design to commence B2B strategies and automated uploads to remove human dependancies.
Selected Engagements
COVID reactivity – Mid-size Private Bank across five jurisdictions
Scope: Access stabilisation for staff. company stabilisation during pandemic. .
Outcome: Dynamic poliferation of the strategic platform, maintinaing security and availability. First bank in London to provide Treasury dealing from staff homes. Using vendors (IT 3rd parties, logistics companies etc.) to expand services under government restrictions. Staff communication plans delivered.
Head of Infrastucture Role – Mid-size Offshore Private Bank
Scope: Service stabilisation across the technical estate; including vendor management, incident processes and disaster planning (and testing).
Outcome: Mixture of creating specific taskforces and assessing critical technology paths through incident management led to significant reductions or elemination of common problems within the busienss. BCP design ensured testing was completed with minimal impact to operational staff.
Head of Infrastucture Management – Mid-size Offshore Private Bank
Scope: Hyper-converged infrastructure installation.
Outcome: Working with vendors and tech teams, reduced the technical footprints within the datacentres, leading to reduced annual spend, greener footprint and removal of storage area network.
Technology Delivery Lead – Digital Transformation Programme
Scope: Datacentre Strategy. Move from active-passive to active-active to increase resiliance. 3rd party delivery management.
Outcome: Assessing through RFP process to select datacentre service providers and delivery vendors. Contract negotiation and budget management to achieve the primary goals of OPEX reduction and increased platform stability.
Technology Department Lead – Private bank (Channel Islands)
Scope: Team building. Issues with team management and productivity required resolution. Parachuted into the department to manage a move to sucess.
Outcome: Starting afresh with new management and ideas, performed individual assessments of teams and their responsibilities. Assessing value streams and ensuring some activities were commoditised through outsourcing and automation. Delivery of the Target Operating Model within 6m was achieved, including internal promotions, designing automated processes and salary negotiations with the parent firm. Sucessfully delivered with staff retention increased to very low turnover rate.