Arshed Mohammed
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Senior Project & Programme Manager Project Conductor Nottingham, UK

Arshed Mohammed

MAPM·MSP·PRINCE2·CPMAI+E

Orchestrating transformation. Navigating complexity. Delivering value.

I lead projects and programmes that tackle the key IT challenges organisations face today, with the commercial judgement that comes from founding two ventures of my own.

Do you need to strengthen cybersecurity, move onto modern platforms, keep operating through a disaster, or launch a product that opens a new revenue stream? Or perhaps you need to bring projects under control in a growing business? I’ve helped companies and governments with each of these.

Across 18 sectors and four global regions, I’ve added value at 40 organisations, including IBM, Dyson, Currys and Amcor.

Best fit for
  • Infrastructure & Data Centre
  • Cybersecurity
  • Digital Transformation
  • AI Transformation
  • Global Rollout
  • Project Rescue
Available for
  • Permanent, Interim or Contract
  • UK and Global, Open to Relocation
  • Available at Short Notice
Start a conversation LinkedIn
Arshed Mohammed
Top 5%of project professionalsPM Goal rating Source: www.pmgoal.com

Highlights

Hover over or tap a number for more detail

Value added at 40 organisations

  • AmcorAmcor
  • DysonDyson
  • CurrysCurrys
  • Leading ResolutionsLeading Resolutions
  • Travis PerkinsTravis Perkins
  • IBMIBM
  • BarclaysBarclays
  • BankinterBankinter
  • EMCEMC
  • STCSTC
  • Ministry of Interior, QatarMinistry of Interior, Qatar
  • Riyad CapitalRiyad Capital
  • MobilyMobily
  • Ministry of Higher Education, Saudi ArabiaMinistry of Higher Education, Saudi Arabia
  • QCRIQCRI
  • MubadalaMubadala
  • dudu
  • TemenosTemenos
  • Ajman BankAjman Bank
  • Norconsult TelematicsNorconsult Telematics
  • AtosAtos
  • Ministry of Interior, Saudi ArabiaMinistry of Interior, Saudi Arabia
  • Sun MicrosystemsSun Microsystems
  • Dubai MunicipalityDubai Municipality
  • AramcoAramco
  • Abu Dhabi Islamic BankAbu Dhabi Islamic Bank
  • Riyad BankRiyad Bank
  • Emirates NBDEmirates NBD
  • QtelQtel
  • KACSTKACST
  • CHEPCHEP
  • Land RoverLand Rover
  • Merrill LynchMerrill Lynch
  • Lucent TechnologiesLucent Technologies
  • Nortel NetworksNortel Networks
  • OracleOracle
  • KNPCKNPC
  • ReutersReuters
  • Vega Space SystemsVega Space Systems
  • British AerospaceBritish Aerospace

Impact in numbers

Technical debt
£1.8Mportfolio

Directed 40 hygiene projects across 740 applications and 3,500 servers, including a Guardicore microsegmentation rollout.

Currys via Leading Resolutions
Cybersecurity
25,000endpoints

Managed 18 remediation projects across global teams, including a $500k Varonis data security platform.

Amcor
Data centre
600racks

Led 12 technical project managers to plan, lift and shift $100M of telco equipment to a new Tier 3 facility using a ‘Least Critical First’ strategy.

STC via EMC
Migration
132services

Migrated 300 servers in waves from the UK to Spain for a banking divestment, with a command centre and fail-back plan.

IBM for Barclays and Bankinter
Core banking
6months

Delivered Temenos T24 on a greenfield site, so the new bank could hold its royal opening on schedule.

Ajman Bank via Temenos
Project rescue
$2Mplatform

Took over a failing online trading platform, stabilised it across teams in Saudi Arabia, the UK and Romania, and launched it.

Riyad Capital via EMC

About

My why

I lead complex, high-risk change with empathy, shared understanding and plans that adapt as quickly as circumstances do. Leaders set the tone, so I hold myself to the highest standards of behaviour and ethics.

I’ve seen too many projects lose momentum and fail in execution. My role is to navigate yours through to delivery and the benefits that follow.

My journey

Chapter 1 of 6 · Preston & Harpenden

Engineering roots

Studied Electronic Engineering in Glasgow. Started my professional life as a Systems Engineer at British Aerospace, where I worked on systems test and expert systems development, then joined Vega Space Systems as a Software Engineer. Learning how complex systems fit together still shapes how I plan every programme.

  • Aircraft Expert Systems
  • Space Systems Software
  • Systems Engineering
GlasgowPrestonHarpenden

Swipe left or right to move between chapters

How I lead

I lead in two modes: consultative while we plan, decisive once we deliver. The real skill is knowing when to switch.

Consultative

  • I invite challenge and dissent, because that is where the best thinking happens.
  • I align stakeholders from engineers to the C-suite before we commit.
  • I look beyond scope, time and cost to quality, risk, benefits and sustainability.

My values

Integrity

I report the real status of a project, even when the message is unwelcome. I’ve learned first-hand that bad news shared early costs far less than bad news shared late.

Ownership

I treat project budgets like my own money, because I have risked my own. Running two ventures has taught me commercial realities that I now bring to every organisation.

Ethical Delivery

I measure success by more than the deadline and budget. Value has to be delivered responsibly, protecting people, data, reputation and the environment.

What drives me

Creating and sustaining momentum. Seeing a critical project move from doubt to delivery, especially one others had given up on.

Great leadership turns complexity into clarity, and challenges into results.

IT Challenges

Analysts and IT leaders consistently name ten challenges facing organisations today. They fall under three priorities:

  • Protect the business: keeping systems, data and services secure, compliant and running, whatever happens.
  • Modernise and enable: replacing ageing platforms, joining up data and systems, and building the skills to run them.
  • Deliver measurable value: turning investment in AI, technology and change into returns the business can see.

Each challenge opens to show my relevant experience.

Drawn from Gartner, World Economic Forum, NIST, OECD and Management Consultancies Association research, October 2026.

Protect the business

Security, governance and resilience

3 challenges

1Cybersecurity, privacy and resilience25,000 Endpoints Secured

Protecting systems, customer data and intellectual property against evolving threats, while keeping the business running.

Business impact

  • Financial Loss
  • Disruption
  • Penalties
  • Reputational Damage

Relevant experience

  • Managed 18 cybersecurity projects at Amcor across 25,000+ endpoints, including a PowerShell lockdown.
  • Managed the business case, sign-off and implementation of a $500k project to set up and run the Varonis data security platform at Amcor.
  • Piloted and rolled out Guardicore microsegmentation at Currys.
2Regulatory compliance and technology governance$16M Programme Governed

Meeting data protection, AI, financial and sector rules across jurisdictions.

Business impact

  • Non-Compliance
  • Legal Exposure
  • Audit Findings

Relevant experience

  • Ensured regulatory requirements such as GDPR for data protection were observed in the UK and Spain during the migration of services and data from Barclays to Bankinter.
  • Implemented Temenos T24 on a greenfield site for Ajman Bank, meeting retail, Islamic, corporate, regulatory and security requirements.
  • Headed the PMO and governance for a $16M, 30-project Saudi e-Government programme.
3Service reliability and operational resilience63 Branches Covered by DR

Keeping critical services available, with tested disaster recovery and clear incident response.

Business impact

  • Lost Revenue
  • Unhappy Customers
  • Missed Commitments

Relevant experience

  • Delivered disaster recovery and business continuity for the Travis Perkins ERP in AWS, covering 63 retail branches.
  • Delivered a Crisis Management Framework for the Qatar Ministry of Interior.
  • Built a disaster recovery and business continuity site for Mubadala.

Modernise and enable

Platforms, data, integration and skills

4 challenges

4Legacy systems and technical debt3,500 Servers Remediated

Replacing or upgrading ageing infrastructure and applications without disrupting the services that depend on them.

Business impact

  • Higher Costs
  • Vulnerabilities
  • Slower Innovation

Relevant experience

  • Directed a £1.8M portfolio of 40 hygiene projects across 740 applications and 3,500 servers at Currys.
  • Planned the move of 600 racks to a new Tier 3 data centre for STC, decommissioning legacy hardware along the way.
  • Upgraded legacy infrastructure for Sun Microsystems clients, including Aramco and Qtel.
5Data quality, integration and governanceData Migration Team of 12

Bringing fragmented information together so it is accurate, consistent, accessible and protected.

Business impact

  • Poor Decisions
  • Duplication
  • Failed Automation

Relevant experience

  • Led a team of 12 migrating data from legacy billing, CRM and ERP systems to Oracle, Siebel and BSCS for du.
  • Managed development of the design documents for the Barclays migration of 132 services, detailing data sources and the modifications required.
6Technology complexity and integration$2M Platform Rescued

Managing interconnected applications, cloud, networks, APIs and suppliers, each adding failure points.

Business impact

  • Fragile Interfaces
  • Vendor Dependency
  • Slower Delivery

Relevant experience

  • Managed analysis of the system architecture at STC to enable the data centre migration from two existing centres to a new facility.
  • Took over and rescued a $2M online trading platform for Riyad Capital, leading teams in Saudi Arabia, the UK and Romania.
  • Co-ordinated 13 service towers for the Dyson support cutover.
7Skills shortages and workforce readinessTeam Grown 10 to 30

Recruiting and developing specialist skills while technology and tools keep changing.

Business impact

  • Delivery Delays
  • Supplier Dependency
  • Underused Technology

Relevant experience

  • Recruited and built a GPRS test team for Lucent, growing it from 10 to 30.
  • Arranged training for more than 70 super users during the Oracle rollout for KNPC, affecting 5,000+ employees.
  • Prepared Amcor employees for new security practices, from storing credentials to using only approved messaging apps.

Deliver measurable value

Investment, adoption and benefits

3 challenges

8AI adoption, governance and return on investmentCPMAI+E and AIPM Certified

Moving beyond experiments to AI that delivers real value, with controls for false outputs, data leakage and autonomous agents.

Business impact

  • Wasted Investment
  • Uncontrolled Usage
  • Unreliable Outputs

Relevant experience

  • Built Strata, an app for the Programme Leaders Network, using Claude Code and Google AI Studio, so members can use ready-made Google X-ray searches, built to a consistent standard, for job and people search.
  • Earned PMI certification in AI project management, ethics and trustworthy AI (CPMAI+E).
  • Earned the APMG AI-Driven Project Manager (AIPM) certification, co-created by Ricardo Vargas and Antonio Nieto-Rodriguez through their AI-Driven Project Management Revolution initiative.

40%of UK consulting clients say data security and privacy concerns are holding back AI.

34%cite a lack of skilled internal teams as a barrier to AI. (MCA client research, 2026)

9IT costs, budgets and value realisation£2M Budgets Owned

Managing cloud, licence, hardware and supplier costs while proving a measurable return.

Business impact

  • Budget Overruns
  • Competing Priorities
  • Value Hard to Prove

Relevant experience

  • Owned professional services budgets up to £2M, from business case and CapEx approval to payment milestones.
  • Delivered a new data communications centre for Reuters within its £2M CapEx and on schedule.
  • Built the business case for a $500k Varonis data security platform at Amcor and secured sign-off.
10Digital transformation and change adoption16,000 Users Transitioned

Redesigning processes and ways of working so new technology is actually used.

Business impact

  • Low Adoption
  • Benefits Not Realised
  • Resistance to Change

Relevant experience

  • Presented the Saudi e-Government strategy to 26 institutions, up to Deputy Minister level, securing their participation.
  • Oversaw operational readiness for a support transition serving 16,000 Dyson users.

The challenges are connected

IT challenges rarely arrive alone. For example, an AI programme can depend on modern platforms, clean and well-governed data, trained people, tight security and new ways of working, all at the same time.

Delivering it means managing every one of those dependencies together. I created the 7D Project Leadership Framework to orchestrate exactly this kind of challenge.

AI ProgrammeLegacy SystemsDataSkillsSecurityProcessesCosts

7D Success

Today’s projects face complex, connected challenges and a great deal of uncertainty. Scope, time and cost alone cannot hold them together. This section outlines the framework I created to lead beyond those three measures.

1The success gap

Nearly half of projects still fall short of the value they promise.

Meeting the IT challenges above depends on projects that deliver timely and real value. Yet despite decades of methods, frameworks and tools, the latest PMI research finds that just over half of projects are viewed as successful by their stakeholders.

“…they simply cannot afford a 50/50 success rate on the projects that fund their strategy.”

Pierre Le Manh, President and CEO, PMI

Source: PMI, PMI in 2026: Step Up to Deliver M.O.R.E.

2The root cause

A 20th-century mindset in a 21st-century world.

I believe a key reason is that many projects are still run with 20th-century thinking. Success is judged by the iron triangle alone: delivery to scope, on time and on budget.

The three dimensions can change, but only through formal change control, which takes time and adds cost of its own. So plans tend to stay fixed while circumstances move on.

Those constraints still matter. But a project can hit all three and still disappoint the people it was meant to serve.

IRON TRIANGLEOn scope · On time · On budgetScopeCostTime

3A wider view of success

Seven dimensions to balance, not three.

Today’s projects are more complex. To deliver lasting value they must balance seven connected dimensions: scope, time, cost, sustainability, quality, risk and benefits.

The dimensions are interdependent. A decision about one affects the others, so the trade-offs must be made visible and managed together. Select a dimension to see what it covers.

Scope

What will be delivered.

Define the right outcomes, boundaries and requirements.

ScopeCostQualityBenefitsRiskSustainabilityTime

4A new kind of leadership

From Project Manager to Project Conductor.

Balancing seven dimensions needs a new way of thinking. I see the Project Manager evolving into a Project Conductor.

Like an orchestra conductor, the Project Conductor does not play every instrument. AI tools and agents now take on much of the administration: scheduling, tracking, analysis and reporting. That frees the Conductor to focus on what only people can do: orchestrating teams and stakeholders, making judgement calls and taking responsibility for the outcome.

A change in focus

Project ManagerProject Conductor

  • Managing tasksOrchestrating purposeful action
  • Reporting progressInterpreting signals and enabling decisions
  • Optimising constraints in isolationBalancing seven connected dimensions
  • Reacting to issuesSensing, reassessing and adapting
  • Competing with automationPartnering with AI, with human accountability

5Contextual Orbits and action

Every project sits inside wider orbits.

No significant project stands alone. It is shaped by rules and pressures inside the organisation, and by forces outside it: markets, competitors, governments and regulators. I call these the Contextual Orbits, each pulling on the project with its own gravity.

The Project Conductor stays alert to all of these forces and to the people in each orbit, from the project board to regulators and vendors.

What pulls on the project in each orbit. Switch to People to see who is involved.

EXTERNAL ORBIT ORGANISATION ORBIT PROJECT ProjectTeamAI PartnerProjectConductorPROJECTProjectBoardInternalStakeholdersPartnersVendorsRegulators& GovernmentExternalStakeholders

Project

Inner sphere · Direct control

What the team can directly control: work, milestones, quality, risks, decisions and delivery practices.

A defined shape: this is the space the team controls.

People

  • Project Conductor. Orchestrates people, decisions and trade-offs, and owns the outcome.
  • AI Partner. Handles scheduling, tracking, analysis and reporting.
  • Project Team. Delivers the work, led and supported day to day by the Project Conductor.

Organisation orbit

SAFE-PRO

Strategy, Approvals, Funding, Enterprise Architecture, Procurement, Resourcing and Operations.

Shifts with strategy, funding and leadership changes, usually with some warning.

People

  • Project Board. Sets direction, approves stages and resolves escalations.
  • Internal Stakeholders. Sponsors, business owners, users and operations teams.

External orbit

PESTLE-G

Political, Economic, Social, Technological, Legal, Environmental and Geography.

The least predictable: markets, regulation and world events can change suddenly and from any direction.

People

  • Partners. Organisations that share the delivery or the risk.
  • Vendors. Suppliers held to contracts, lead times and SLAs.
  • Regulators and Government. Set the rules the project must meet.
  • External Stakeholders. Customers, communities, unions, investors and media.

The Project Conductor responds to forces and events in four ways. Sensing comes first and never stops; the other three depend on where a signal comes from.

6Bringing it together

The 7D Project Leadership Framework.

Together, the seven dimensions, the Project Conductor working with AI, the Contextual Orbits and the four action modes form the 7D Project Leadership Framework. Select any part to explore it.

ScopeCostQualityBenefitsRiskSustainabilityTime ORG EXT EXTERNAL ORBIT ORGANISATION ORBIT

Dimension

Scope

Define the right outcomes, boundaries and requirements.

  • Action
  • Sense
  • Control
  • Influence
  • Adapt

Works with how you already deliver

The 7D Project Leadership Framework is not positioned as a new methodology. It complements PRINCE2, PMBOK, Agile and hybrid approaches, so teams can build on their existing training and governance rather than replace them.

Puts PMI M.O.R.E. into practice

PMI found that when project professionals use all four M.O.R.E. practices, the Net Project Success Score rises from 27 to 94. Only 7% of project professionals do so today.

Without27
With all four94

How the 7D Framework maps to M.O.R.E.

M.O.R.E. defines the mindset. The 7D Framework provides the structure to apply it: the dimensions to balance, the forces to monitor and the actions to take. Select a letter to trace it.

The 7D Project Leadership Framework is my own work. It complements M.O.R.E. and is not an official PMI framework or endorsed by PMI.

Ready to lead beyond the plan?

Let’s talk about how the 7D Framework could help your next programme deliver lasting value.

Start a conversation

Skills

I have built my skills layer by layer. Engineering gave me the technical foundation. Delivering projects and programmes across 18 sectors added the methods. Leading teams and stakeholders in four global regions added the people skills, and running two ventures of my own added commercial judgement.

Together, they let me put forward ideas that are both creative and credible. I can also challenge proposed solutions and estimates, spot risks early and earn the trust of business and technical teams, sponsors and suppliers.

Select a layer to see my key skills, each with an example from my work.

TechnicalEngineering foundationDeliveryHow the work gets doneLeadershipThe people who do itCommercialThe value it creates

Built from the ground up: engineering at the base, business value at the top.

Commercial

Finance, deals and ventures

Finance

  • Business Case. Amcor: Built the business case for a $500k Varonis platform and secured sign-off.
  • CapEx, OpEx & P&L. Ajman Bank: Held P&L responsibility for a $2M core banking implementation.
  • Budget Ownership. Reuters: Delivered a data communications centre within £2M CapEx.
  • Investor Pitches. Spirit of Arabia: Identified potential investors and pitched the concept to them.

Deals & Suppliers

  • Bid Management. Sun Microsystems: Worked on numerous bids and improved the preparation process.
  • Procurement. Currys: Managed evaluation, budget approval and procurement of Guardicore.
  • Supplier Negotiation. Spirit of Arabia: Negotiated quantity, quality and price with manufacturers in the UAE and China.
  • Vendor Management. Amcor: Moved over 20 key vendors onto BeyondTrust for remote support.

Product & Market

  • Market Research. Spirit of Arabia: Analysed regional tourism markets and wrote the business plan.
  • Product Roadmap & MVP. Sympmy: Defined the product roadmap and led the beta launch of the beat MVP.
  • Product Design. Sympmy: Designed the project management app in Axure.
  • Brand & Trademarks. Spirit of Arabia: Built the brand and registered trademarks to protect it.
  • Marketing. Spirit of Arabia: Produced photo and video shoots, collateral and a sonic logo.
  • E-commerce. Spirit of Arabia: Launched a Magento store and a 3D virtual store, a Top 10 finalist at SME Congress 2013.
  • Retail Operations. Spirit of Arabia: Opened a boutique in a luxury mall and trained staff in visual merchandising.
  • Market Analysis. Mobily: Produced a market analysis for a cloud Storage-as-a-Service offering.

Leadership

Stakeholders, influence and teams

Stakeholders

  • C-Suite Engagement. Ajman Bank: Worked closely with the client CIO, CFO and business heads to launch the bank.
  • Steering Committees. STC: Reported to a Steering Committee at VP and General Manager level.
  • Discovery Workshops. Barclays / Bankinter: Facilitated workshops in Lisbon to identify 132 services for migration.

Influence & Communication

  • Executive Presentations. Atos: Presented vision, strategy and delivery approach to Saudi government institutions.
  • Executive Reporting & Dashboards. STC: Developed a Live Migration Dashboard for real-time progress monitoring and reporting. Atos: Distributed tailored views to project teams, executive management and client stakeholders.
  • Thought Leadership. Sympmy: Published the 7D Project Leadership Framework white paper and articles on project leadership.

Teams

  • Team Building. Lucent Technologies: Grew the delivery team from 10 to 30.
  • Coaching Project Managers. Atos: Challenged and coached project managers on the rationale behind their plans.
  • Distributed Teams. Riyad Capital: Led teams across Saudi Arabia, the UK and Romania.
  • Third-Party Teams. Currys: Led Kyndryl and Accenture consultants alongside in-house architecture teams.
  • Resource Negotiation. Temenos: Negotiated for scarce consultants during headcount reductions.

People Development

  • Training & Adoption. KNPC: Trained over 70 super users for a smooth system transition.
  • Recruitment. Spirit of Arabia: Hired a fashion designer, patternmaker, machinist and store team.
  • Security Awareness. Amcor: Prepared employees for new practices, from storing credentials to approved messaging apps.

Delivery

Methods, planning, transition and tools

Methods & Governance

  • PRINCE2. All projects: Applied PRINCE2 on every project since 2000, tailored to the scale and risk of each.
  • MSP. STC: Set up the programme organisation and planned tranches following the MSP method.
  • PMBOK. Sympmy: Referenced PMBOK when building the SaaS platform.
  • Agile. Riyad Capital: Rescued a $2M online trading platform with Agile front-end development. Mobily: Developed and tested a cloud Storage-as-a-Service offering using an Agile approach.
  • Scrum. Riyad Capital: Led daily Scrums for teams in Saudi Arabia, the UK and Romania.
  • Waterfall. Ajman Bank: Managed custom T24 developments by an offshore team using Waterfall. Vega Space Systems: Developed space systems software through a Waterfall SDLC.
  • Kanban. Sympmy, Amcor, Dyson, Currys, IBM: Used Kanban boards to manage flow of work on most projects.
  • Hybrid. Sympmy, Amcor, Dyson, Currys, IBM: Combined predictive and agile practices on most projects.
  • Goal Directed Project Management (GDPM). Reuters: Supported project managers in applying GDPM on network and data feed programmes.
  • 7D Project Leadership Framework. Sympmy: Created the framework and built its principles into the beat MVP.
  • PMO. Atos: Headed the PMO for the $16M Saudi e-Government programme, a portfolio of 30 projects. STC: Established the PMO and governance for the 600-rack migration, reporting to a VP-level Steering Committee. Reuters: Set up a virtual Project Office on the intranet to control timely delivery.
  • PPM. Dyson: Tracked and reported concurrent UK and international projects in Planview. Atos: Maintained the master schedule for a 30-project portfolio in MS Project Server.
  • ITIL. Dyson: Oversaw operational readiness testing across 13 service towers for the support transition. Qatar Ministry of Interior: Analysed IT service continuity, incident and change processes for a Crisis Management Framework.
  • AI Ethics & Governance. PMI: Qualified in CPMAI+E, covering ethical and trustworthy AI.

Planning & Control

  • Integrated Master Scheduling. Atos: Maintained a master schedule with full task, milestone, dependency and resource visibility.
  • Critical Path Analysis. Atos: Performed critical path analysis and resource levelling across 30 projects.
  • RAID & Change Control. Atos: Designed the RAID log, reporting, QA and document control processes.
  • Risk Management. STC: Reduced migration risk with a Least Critical First strategy, validated before execution. Currys: Developed risk profiles for high-vulnerability legacy systems.
  • Quality Assurance & UAT. Ajman Bank: Managed UAT, defect resolution and staff training before the bank launched.
  • Benefits Realisation. Amcor: Reduced security risk across the organisation by restricting remote support apps to approved ones only.
  • Project Rescue. Riyad Capital: Took over a failing $2M trading platform, stabilised it and launched it.

Migration & Transition

  • Cutover & Transition. Dyson: Produced the cutover plan for a support transition covering 16,000 users.
  • Operational Readiness Testing. Dyson: Oversaw readiness testing across 13 service towers.
  • Wave Planning & Runbooks. Barclays / Bankinter: Planned migration waves for 132 services, with runbooks for each.
  • Tabletop Simulations. STC: Validated a Least Critical First strategy through tabletop simulations.
  • Command Centre & Fail-back. Barclays / Bankinter: Set up a migration command centre with a defined fail-back plan.
  • Office Relocation. Dyson: Built a new office in Madrid with a data room, structured cabling and AV, and migrated existing equipment from the old office.

Tools

  • Planview. Dyson: Tracked and reported concurrent UK and international infrastructure projects.
  • MS Project. Atos: Maintained the e-Government master schedule in MS Project Server.
  • Jira. Riyad Capital: Managed issues in Jira during the $2M platform rescue.
  • Power BI. Amcor: Built a reporting tool for operations engineers.
  • Office 365. All roles: Used the Office suite extensively for planning, reporting and stakeholder communication.

Technical

Infrastructure, security and systems

Data Centre & Facilities

  • Tier 3/4 Facilities. STC: Directed the move of 600 racks and $100M of equipment into a new Tier 3 data centre in Riyadh.
  • Rack Integration (FRSD). Sun Microsystems: Managed system architects in developing Functional Requirement & Specification Documents (FRSDs), so racks could be shipped pre-built from the factory to customer sites. STC: Produced rack build documents for the data centre migration.
  • HVAC. STC: Governed facility readiness across power, HVAC and secure access.
  • RAMS (Risk Assessment & Method Statements). Dyson: Managed RAMS for the build of new meeting rooms and data centre racks.
  • Structured Cabling. Dyson: Managed structured cabling for the new Madrid office and its data room.
  • Audio Visual & Unified Comms. Dyson: Delivered 15 new meeting rooms and a board room with Crestron and Philips AV. Mubadala: Managed contractors building the BC site, including LAN, telephony and AV.

Infrastructure & Cloud

  • Servers. Currys: Directed remediation across 740 applications and 3,500 server elements. Barclays / Bankinter: Migrated 132 services on 300 Windows and AIX servers from the UK to Spain. Merrill Lynch: Managed the migration of 200 servers.
  • Virtualisation. Barclays / Bankinter: Planned V2V and P2V migration waves into two Spanish data centres. QCRI: Implemented vSphere and vCloud Director so researchers could run 120 virtual machines on demand.
  • Storage (SAN/NAS). Mobily: Installed and configured EMC Atmos storage for a new cloud storage service. QCRI: Designed, installed and configured VNX7500 storage.
  • Network Architecture (LAN/WAN). Dyson: Delivered WAN connectivity for new sites in Madrid and Warsaw. Mubadala: Built the BC site, including data centre, LAN and telephony.
  • Active Directory (AD). QCRI: Implemented Active Directory, SQL Server and network for the research platform.
  • DNS. Amcor: Led DNS domain rationalisation as part of cyber remediation.
  • High-Availability Clusters. CHEP: Managed a major cluster and SAP R/3 installation.
  • AWS Cloud. Travis Perkins: Managed DR for the Infor M3 ERP platform hosted in AWS.
  • Azure. Amcor: Secured applications hosted in Azure as part of cybersecurity projects.
  • End-User Computing. Dyson: Managed design and build of standard and hardened Ubuntu images.
  • EPOS. Currys: Analysed payment apps across the retail estate. Spirit of Arabia: Integrated store payments with card payment and shipping systems.

Security

  • Cybersecurity. Amcor: Led 18 projects to remove threats found by penetration testing, across 25,000 servers and workstations. Currys: Developed risk profiles for high-vulnerability legacy systems.
  • Penetration Testing. Dyson: Managed end-user and penetration testing of new Ubuntu images. Amcor: Remediated threats identified through penetration testing across 18 projects.
  • Varonis. Amcor: Managed the business case, sign-off and implementation of a $500k Varonis data security platform.
  • BeyondTrust. Amcor: Migrated over 20 key vendors to BeyondTrust as the primary remote support platform.
  • Security Operations Centre (SOC). Amcor: Improved SOC performance and incident support with on-call cover across regions.
  • Identity & Access Management (IAM). Amcor: Identified over 43,000 network shares and defined a process to restrict access.
  • InfoSec (ISO 27001). Amcor: Aligned cybersecurity projects with ISO 27001 controls.
  • Entra ID. Amcor: Used Entra ID to verify that only authorised users could access apps and systems.
  • Intune. Amcor: Used Intune to manage policies on user devices, limiting access to approved apps only.
  • Firewalls. Sun Microsystems, EMC, IBM, Currys, Amcor: Delivered firewall changes across many infrastructure and security projects.
  • Microsegmentation (Guardicore). Currys: Managed evaluation, budget approval, procurement, pilot and rollout of Guardicore microsegmentation.

Continuity

  • Disaster Recovery (DR). Travis Perkins: Defined DR strategy, scenarios, test plan and runbooks for the Infor M3 ERP in AWS. Saudi Ministry of Higher Education: Defined DR design options against RTO and RPO needs. Mubadala: Built DR infrastructure with failover of email, finance and BlackBerry to a remote site.
  • Business Continuity (BC). Travis Perkins: Rolled out continuity processes to 63 UK branches, distribution centres and central office. Mubadala: Managed the build of a BC site and defined wider continuity processes.
  • Site-to-Site Replication. Mubadala: Planned failover of key systems to a remote site in line with RPO and RTO.
  • Crisis Management. Qatar Ministry of Interior: Developed a Crisis Management Framework within IT Service Continuity Management.

Enterprise & Software

  • ERP. Travis Perkins: Protected the Infor M3 ERP programme with DR and BC in AWS. CHEP: Managed an SAP R/3 installation. KNPC: Managed an Oracle HRMS, Payroll and Training rollout for over 5,000 employees.
  • Infor M3. Travis Perkins: Ensured end-to-end DR for Infor M3 CloudSuite, legacy systems and middleware.
  • Oracle. du: Migrated legacy billing, CRM and ERP data to Oracle, Siebel and BSCS with a team of 12. KNPC: Trained over 70 super users for a smooth transition.
  • Temenos T24. Ajman Bank: Implemented T24 core banking for a greenfield bank, achieving a royal opening in six months.
  • CRM. du: Migrated customer data from legacy CRM to Siebel.
  • SQL Databases. QCRI: Implemented SQL Server within the virtualised research platform.
  • Data Migration & ETL. du: Led a team of 12 to analyse, develop and test the migration of billing, CRM and ERP data.
  • Software Development (SDLC). Vega Space Systems: Developed software in C and wrote test specifications for a major GEC communications network. Riyad Capital: Led SDLC development of an online trading platform with teams in the UK and Romania. Ajman Bank: Managed offshore custom development of the T24 core banking system.

Platforms & AI Tools

  • ServiceNow. Amcor: Set up on-call incident support across regions through ServiceNow. Dyson: Built ServiceNow changes into the cutover plan for 16,000 users.
  • Axure. Sympmy: Designed the project management app in Axure.
  • Copilot. Sympmy: Used Copilot for help with Excel pivot tables and spreadsheet analysis.
  • Claude Code. Programme Leaders Network: Built Strata, an app for network members.
  • Google AI Studio. Programme Leaders Network: Built Strata, an app for network members.

Point at, focus or tap a skill to see an example.

Professional certifications and membership

  • Association for Project ManagementMAPM Full MemberChartered body for the project professionAssociation for Project Management
  • PeopleCertMSP PractitionerManaging Successful ProgrammesPeopleCert
  • Association for Project ManagementPRINCE2 PractitionerProjects in Controlled EnvironmentsAssociation for Project Management
  • Project Management InstituteCPMAI+E CertifiedCognitive Project Management for AI with Ethical and Trustworthy AIProject Management Institute
  • APMG InternationalAIPM CertifiedAI-Driven Project ManagerAPMG International

Education

  • BSc (Hons) Computing and ManagementDegreeThe Open University
  • HND Electrical and Electronics EngineeringHigher National DiplomaBell College of Technology, Hamilton

Contact

Running my own ventures taught me a lesson I bring to every role: an organisation survives only as long as its customers see value in its products, its services and its price.

I bring that commercial focus, and years of project leadership, to shape your programmes around your business objectives. I tackle the challenges you face, build teams from scratch, show value early and stay calm when circumstances and plans change.

Forty organisations have trusted me with work they could not afford to get wrong. I would like yours to be the next to join them.

40organisations so far.
Yours could be next.

Orchestrating transformation.
Navigating complexity.
Delivering value.

Point at or tap any organisation node to see who it is.

What happens next

  1. You send a messageUsing the form here or through LinkedIn.
  2. I reply within 24 hoursForm submissions receive immediate confirmation, then a personal reply from me.
  3. We talkA call or video meeting at a time that suits you.
Available for
Permanent, Interim or ContractUK and Global, Open to RelocationBased in Nottingham, East MidlandsAvailable at Short Notice
Message Me on LinkedIn

Let’s start a conversation

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