• Designing and delivering seminars on a range of practical business skills like project management, inegotiation, networking, sales and personal effectiveness for the Law & Business Course

• ERDF and private investor funded entrepreneurial venture researching the ideal solution to help patients, visitors and staff find their way around complex hospital sites. 
• Whilst my co-founder focuses on the health sector internal stakeholders and coordination of work with healthcare providers, my primary value add is through managing the software development project and all commercial, legal and financial aspects of the venture including relationship management with our funding partners as well as with other 3rd party collaboration partners.
• We are honoured to contribute to solving one of the many high impact healthcare issues and to have our investors’ support behind us.
• To attract this private investment has been a particular challenge as the eHealth sector is notorious for poor Return On Investment rates for early days start-ups.

Full development of a start-up "from zero to one" for specialised management consultancy enabling mid-sized law firms to improve their business performance.

Services include:

• Management Development Program
• Young Lawyers Business Skills Program
• Strategic Problem Solving Projects (Operations, Sales & HR)
• Business Performance Benchmarking
• Leadership Coaching or Mentoring Program

My role primarily focuses on the design and delivery of the above programs and on the development of relationships with potential new clients and in particular with existing or aspiring collaboration partners. The distinctive challenge we have mastered is to establish a novel services firm, with an innovative consulting approach, and have successfully rolled it out to a sector which is traditionally not incentivised to be receptive to new ideas, especially if suggested by “non-lawyers”.

I was accountable for the end to end account management for business processes and IT delivery services delivered by ca. 300 staff to Centrica Consumer, supporting their operations and looking after 25m customers in the UK.

My role required me to:

• guide and direct all service and project delivery
• lead all sales and new business development initiatives
• develop existing, and create new relationships with the customer’s senior executives
• manage escalations
• develop and deliver on the account strategy to hit annual targets
• lead the innovation process to drive organic growth
• strengthen collaborative alliances with our partners Microsoft, Google, Amazon, SAP, etc.
• mentor outstanding junior managerial talent
• be accountable for all account performance KPIs

An achievement I am proud of is that when I was appointed and we restarted the relationship with the customer, Cognizant was seen as being a safe pair of hands for most medium level complexity work, be it IT or business processes. When I handed over my portfolio to my successor the customer’s perspective of Cognizant had evolved; Cognizant had become Centrica’s only Strategic Integration Partner, a trusted advisor whose advice should be sought not only frequently but early.

I was responsible for the successful implementation of the ClickSoftware suite of products and was required to fulfil this role as a “CEO of the account”, demonstrating full ownership of the current engagements as well as leading the long term strategic account management.

My responsibilities included:

• Primary point-of-contact for customers within my portfolio
• Creation and management of engagement governing contracts
• Coordination of all activities of the joint project team from project inception through to successful completion
• Creation of initial project plan and leading the execution of various deliverables and dependencies
• Management and tracking of project budget, utilization, and other project-related cost KPIs
• Resource Management
• Management of changes to project scope through a formal change management process
• Tracking progress and reporting status internally and to clients throughout the project life cycl
• Identification, analysis and response to project risks, as they occur
• Lead quality acceptance activities, for each of the project milestones
• Coordination of transition to on-going Support, at the completion of the project
• Lead bid teams for opportunities with new and existing customers

An achievement was having established myself internally as the go to person, for projects requiring culturally sensitive and rigorous leadership after having proven myself by successfully rescuing a multi million pound software development project with virtual teams across Milwaukee, Paris, London, Tel Aviv, Chennai, Seoul and Brisbane.

I was responsible for managing the implementation of several multi-million pound IT infrastructure projects to our strategic customer the FCA. Upon relocation to the UK I successfully adapted to a fundamentally different project management methodology as well as to a new culture and within less than 5 months was promoted, becoming the fastest promotion after hire in Fujitsu UK.

I was responsible for the successful delivery of 8 highly business critical and complex projects. These projects ranged in size from 8 to 90 staff for clients across Car Manufacturing, Light Manufacturing and Reinsurance industries in Germany, Denmark, Iceland and the UK.