Merger, Acquisition, Integration, Divestment
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Business acquisition & integration (buy-side)
Private equity-backed group of niche insurance brands. Managed Business acquisition and integration with attendant TSA, doubled the workforce and expanded the portfolio of niche affinities and specialist insurance products.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £13m, Circa 280 team members
DEAL INFO: £5-£10 million deal value, 120 team members acquired, Carveout, with TSA
DEAL RATIONALE: enhance market position with further niche offerings, loyal customer base with high retention
PROJECT LENGTH: 15 months
PROJECT TEAM: 45 internal and 9 suppliers
PROJECT VALUE: £1.3m
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Business acquisition & integration (buy-side)
Private equity-backed business operating in the Testing, Inspection, Consulting and Certification sector.
Delivered integration of an acquisition from a large enterprise into a medium-sized group, including successful and punctual TSA exit and multiple simultaneous workstreams. Delivered highly complex and multi-faceted migration of team members, data, and customer contracts alongside a concurrent upskilling of workforce, supplier rationalisation, pricing strategy definition and cross-sell activity.
ROLE: Project Manager
INDUSTRY: Engineering
BUSINESS SIZE: Circa £54m turnover, 1600 team members
PROJECT LENGTH: 6 months
PROJECT TEAM: 17
PROJECT VALUE: £180,000
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Business acquisition & integration (buy-side)
Agribusiness insurer, coverage for farm assets, including buildings, agricultural machinery, livestock, equine, horticultural businesses, rural land ownership and agricultural vehicle fleet.
Managed final stages of TSA following acquisition.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £12m GWP, circa 180 team members
DEAL INFO: £10M – £15 million deal value, 70 team members acquired, Carveout with TSA
DEAL RATIONALE: strengthening its specialist MGA (Managing General Agent) portfolio, deepening presence in the rural and agricultural insurance market, and broker network expansion.
PROJECT LENGTH: 3 months
PROJECT TEAM: 12
PROJECT VALUE: £800,000
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Separation post-acquisition (sell-side)
Specialist insurance provider serving the rural and agricultural sector.
Led the separation programme following the sale of the parent business in a carve-out deal. The project involved managing the technical and operational disentanglement from the parent group under a Transitional Services Agreement (TSA), including IT infrastructure separation, contract novation, data migration, and the rollout of new systems and processes to support independent operations.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £20m GWP, circa 90 team members
PROJECT LENGTH: 12 months
PROJECT TEAM: 15 cross-functional members (IT, Underwriting, Actuarial, Claims, BI, Finance, HR, Digital)
PROJECT VALUE: £500,000
Strategic Commercial Transformation
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New Commercial Partnership
Managed transition to a new Capacity provider bringing in significant commissions uplift.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £13m GWP, Circa 140 team members
PROJECT LENGTH: 4 months
PROJECT TEAM: 13
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Outsourcing
Managed outsourcing project to specialized external provider, including reallocation and TUPE.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £13m GWP, Circa 140 team members
PROJECT LENGTH: 4 months
PROJECT TEAM: 18
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New Commercial Partnership
Led the successful transition of insurance capacity from XL Catlin to Zurich Insurance under a new five-year agreement. The project delivered both technical and operational readiness to write policies and premiums on behalf of Zurich, while meeting all contractual and compliance obligations.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £6m GWP, Circa 90 team members
PROJECT LENGTH: 4 months
PROJECT TEAM: 15
Digital Transformation
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Partner portal Proof-of-concept & launch
Global telecommunications provider operating across multiple markets with outsourced and offshore delivery functions.
Led the launch of a new partner portal providing secure access to O2 business data for external partners. The project involved extensive stakeholder engagement—managing relationships with business partners, owners, and internal stakeholders up to Director level. Delivered presentations, facilitated focus groups, and coordinated conferences and on-site training to ensure successful adoption and alignment across the partner network. Reported into Head of Partner Sales & Operations.
ROLE: Project Manager
INDUSTRY: Telecommunications, Partner Operations
BUSINESS SIZE: £10.6b global revenue, 10,000+ employees
PROJECT LENGTH: 18 months
PROJECT TEAM: 16 internal, 2 suppliers, 43 business partners
PROJECT VALUE: £320,000
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Legacy Device Replacement and MDM Deployment
Integrated business services team delivering key corporate functions such as HR, IT, customer services, and revenues on behalf of the council.
Delivered multiple projects within a strategic flexible working transformation programme. Key initiatives included the transition from legacy BlackBerry devices to modern smartphones, the rollout of secure mobile corporate email, and the deployment of mobile device management (MDM) solutions. Reported into Head of Projects & Change.
ROLE: Project Manager
INDUSTRY: Local Government, IT, Outsourcing
POPULATION SERVED: Circa 175,000 residents
PROJECT LENGTH: 9 months
PROJECT TEAM: 7 team members, 35 trial users, 3 suppliers
PROJECT VALUE: £58,000
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Establish a Managed Tablet Service
Integrated business services team delivering key corporate functions such as HR, IT, customer services, and revenues on behalf of the council.
Led the introduction of tablet hardware across business units to support remote access and field-based productivity. A transformational initiative to meet the Council’s strategic ambition of Flexible Working enabling a more agile, digitally connected workforce and laying the foundation for future hybrid working models, and allow the Council to consolidate their building assets and reduce costs.
ROLE: Project Manager
INDUSTRY: Local Government, IT, Outsourcing
POPULATION SERVED: Circa 175,000 residents
PROJECT LENGTH: 6 months
PROJECT TEAM: 9 team members, 15 trial users, 1 supplier
PROJECT VALUE: £175,000
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Investment case for system consolidation
Agri-tech company operating across multiple regions with a diverse portfolio of digital platforms.
Led the development of a strategic investment case for consolidating multiple legacy systems into a unified digital platform. The project involved mapping current-state architecture, identifying inefficiencies, and quantifying the financial and operational benefits of consolidation. Engaged with senior stakeholders across IT, operations, and finance to align on business priorities and future-state requirements.
ROLE: Project Manager
INDUSTRY: Insurance
BUSINESS SIZE: £12m GWP, circa 180 team members
PROJECT LENGTH: 4 months
PROJECT TEAM: 6 internal stakeholders, 1 external analyst
PROJECT VALUE: £1.2 million (estimated investment case)
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Service Activation Automation
Global telecommunications provider operating across multiple markets with outsourced and offshore delivery functions.
Led the automation of core digital provisioning workflows using virtual agent technology to streamline service activation and reduce manual intervention. Collaborated with IT operations, service delivery, and customer support teams to map current processes, define automation logic, and implement, test and rollout a virtual agent framework.
ROLE: Project Manager
INDUSTRY: Telecommunications, Partner Operations
BUSINESS SIZE: £10.6b global revenue, 10,000+ employees
PROJECT LENGTH: 10 months
PROJECT TEAM: 16 internal, 2 suppliers, 2 automation specialists
PROJECT VALUE: £230,000
Organisational Development
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Delivery Excellence & Operational Efficiency
Growing UK-based telecoms pricing consultancy and software provider that provide intelligent billing, deal, pricing and contract management tools for telecommunications industry.
I consulted on and supported team development across the software development lifecycle, helping the organisation scale its operations to bring about greater efficiency and reliable delivery capability for both client implementation projects and internal product development & releases (mixture of release engineering & DevOps). Reporting into Managing Director & Head of Business Development.
ROLE: Project Manager
INDUSTRY: Software, Telecommunications
BUSINESS SIZE: £1.5m, Circa 25 team members
PROJECT LENGTH: 20 months
PROJECT TEAM: 9 internal (Including Design, Dev, Test, Product, Commercial/Customer, and Support)
PROJECT VALUE: £65,000
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New team creation, 24x7 Operations Launch for Smart Infrastructure
Consortium-led smart metering programme awarded by the UK government, to establish national infrastructure for IoT-enabled energy monitoring and data services.
Led the creation of a new 24x7 Smart Metering Service Desk to support the rollout and ongoing operation of smart metering services across the UK. Coordinated a multi-disciplinary team spanning Planning, Business Continuity, Operations, IT, Telephony, Information Security, Training, Finance, and Process Design. Reported into the Programme Director for Smart Metering Services.
ROLE: Project Manager
INDUSTRY: Utilities, IoT, Public Sector
BUSINESS SIZE: Circa £22m turnover
PROJECT LENGTH: 11 months
PROJECT TEAM: 12 internal, 3 Partners, 10 new team members
PROJECT VALUE: £250,000
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Large-scale training and upskilling programme
Leading UK-based outsourcing provider helping organisations run complex operations more efficiently through both people and technology.
Led a large-scale training and upskilling program, creating materials and delivering advanced technical training to 40 agents, transforming them into ‘digital gurus’. The training covered fault diagnosis, product knowledge, and the rollout of new processes and channels, including a new ‘technical callback appointment’ process.
ROLE: Project Manager
INDUSTRY: Telecommunications, Outsourcing
BUSINESS SIZE: £10.6b, Circa 10,000 team members
PROJECT LENGTH: 8 months
PROJECT TEAM: 16 internal, 2 suppliers, 3 Partners
PROJECT VALUE: £50,000
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Offshoring, Service remediation
Following transition of service from a UK-based team to an offshore team, concerns were expressed regarding the offshore Operation's capability to deliver service at an adequate standard for customers. This was also greatly impacting key business metrics and SLAs, resulting in financial impact through missed reward payments and service penalties.
Delivered a review of the processes for suitability, lead documentation of standard operating procedures, reviewed training content and scheduled training programme for offshore team members.
ROLE: Project Manager
INDUSTRY: Telecommunications, Outsourcing
BUSINESS SIZE: £10.6b, Circa 10,000 team members
PROJECT LENGTH: 3 months
PROJECT TEAM: 9 internal
PROJECT VALUE: £40,000
