That's usually where I come in.
20+ years in IT from hands-on infrastructure and service delivery to leading global projects and enterprise-scale programs.
Energy. Automotive. Chemicals. Manufacturing. Infrastructure.
Different industries. Same challenge: get complex IT delivered.
A selection of complex IT programs and projects I've been trusted to lead.
Governed Brenntag's global IT/OT network segmentation program through HCLTech, separating OT and production environments from corporate IT across a worldwide estate.
Coordinated site stakeholders, Smart Hands, Fortinet procurement, delivery and installation. 152 sites across 19 countries delivered before the green program transitioned to an internal resource.
Led program governance across twelve workstreams during the E.ON to MVM carve-out, covering the migration of 2.5 million customer records, SAP IS-U, BW and PI, an Avaya contact centre and IT service transition.
Defined scope and deliverables, coordinated cutover planning across seven go-lives, governed risks and dependencies, and provided executive-level reporting.
Infrastructure transformation, ServiceNow, VMware, storage, procurement, financials and delivery governance.
New sites, closures, migrations, compute, storage, cloud integration and service-management transformation.
Active Directory security, DDI, Zscaler network segregation and Modern Workplace transformation.
Site deployments, closures and infrastructure refreshes across a global enterprise environment.
That's the short version. There's another two decades behind it.
Explore my full experience ↓I started in IT close to the ground supporting users, operating infrastructure, troubleshooting systems and learning what actually happens when technology meets the real world.
Over the next two decades, the problems got bigger. So did the teams, budgets, technologies and expectations.
Today, I lead complex IT programs and projects across countries, companies and technical domains. But the technical background never disappeared. I still want to understand what's being built, why it's being built, what can go wrong and what the people doing the actual work need to get it delivered.
Understand the technology, understand the business, get the right people talking to each other, and keep things moving.
I'm comfortable discussing strategy with executives in the morning and working through a technical dependency with engineers in the afternoon.
No theatre. No unnecessary complexity.
Just get the right things done.
Infrastructure and IT service delivery came before project management.
Programs and projects delivered across industries, countries and multicultural teams.
A plan matters. What happens when the plan meets reality matters more.
Scope. People. Risk. Money. Technology. Deadline. Make them work together.
I like complicated projects.
Simple ones tend to get boring.
More than two decades in technology from hands-on support and infrastructure to global IT, transformation and security programs.
Autodesk. IT support. Networks. Servers. Backup. Remote access. Users with problems that needed solving now, not next week.
Technology only matters when it actually works for the people who depend on it.E.ON. VIP environments. SLAs. Business impact. Accountability. Team leadership.
150 VIP users → 750 customers → team leadershipTectumIT → MODIT → HPE / E.ON. Infrastructure projects, cloud migration, datacenter delivery and the E.ON One-to-Two enterprise separation.
The technology was still familiar. The scale wasn't.Aptiv. New sites. Closures. Migrations. VMware. NetApp. Databases. Cloud. ServiceNow.
26 infrastructure projects · $3.1M TCVBASF → Norsk Hydro → MVM → Palfinger. Infrastructure transformation, cybersecurity, enterprise carve-outs, service transition and global delivery.
At this point, I wasn't managing projects around technology anymore.
I was managing complexity.
HCLTech / Brenntag brought the technical and program-management sides of my career back together.
152 sites across 19 countries delivered.Different role. Bigger map. Same principle: understand what's happening, bring the right people together, and get it delivered.
After more than two decades in IT, I've collected a few stories, opinions and lessons that never quite fit into a project status report.
One of the Wintel engineers accidentally deleted
a production server roughly three hours before a customer-facing handover meeting.
The timing was particularly impressive: three days later, the end client's own customer was due on site to see the newly delivered facility and its pre-production environment.
So no pressure. :)
There are moments in a project when another meeting, another escalation or another beautifully formatted status report isn't going to help. We assessed the situation, got the right technical people together, rebuilt what needed to be rebuilt, and completed the handover.
Problems don't scare me. Problems nobody talks about do.There's still one industry I'd love to add to the list: Aerospace.
Not because it sounds impressive. Because it's one of those environments where engineering, technology, precision, risk and teamwork all have to work together.
Reaching the stars would be a pretty decent project milestone.I don't think AI wakes up one morning and decides to enslave humanity. It doesn't have ambition. People do.
People once drove horse-drawn carriages for a living. Today we have taxi drivers.
The vehicle changed. The need to get somewhere didn't.I like people who know their stuff. I like direct communication. I like meetings that have a reason to exist. I don't expect engineers to speak management, and I don't expect executives to understand a network diagram. Part of my job is making sure they can still make good decisions together.
I'll challenge an idea when I think it's wrong. I'll change my own when someone proves me wrong. When something goes sideways, I'm much more interested in “How do we fix it?” than “Whose fault was it?”
Professional when it matters.
Human all the time.
And yes, looks good in a suit. :)
Good. Those are usually the interesting ones.