Experience

UK Water Industry Research (UKWIR)

• United Kingdom
• Research Services
• 1 - 100 Employee

• UKWIR Non Exec Board Member

  • Mar 2021 - Present

  Non Exec Board member at the UK Water Industry Research Company. Non Exec Board member at the UK Water Industry Research Company.



Severn Trent

• United Kingdom
• Utilities
• 700 & Above Employee

• Head of Asset Intelligence and Innovation/CTO/CDO

  • Oct 2019 - Present

  Chief Technology Officer across the digital, physical and biological asset base, advising the board and executive committee on how digital, physical and biological technology trends and opportunities will affect the business strategies.Leads the process to identify and evaluate asset capabilities and strengths. Assesses external opportunities and threats as key inputs to making the best decisions on business strategy.Development of the digital, physical and biological technology business strategies and roadmaps and ensures its integration with the enterprise strategic planning process, and the resulting business strategy and plans. Single point of coordination and executive oversight for all innovation initiatives and transformation projects.Defines the value opportunities of transitioning the business towards the circular economy and the new business models and roadmap required to succeed.Leads the development of new and improved business capabilities and architecture (people, processes, technology, data) through six sigma, lean start-up and design thinking methodologies.Has overall accountability for the group innovation portfolios, including business case development, lab testing/experiments and scaled pilots at the ST Resource Recovery and Innovation Centre and other test beds.Builds and maintains external relationships in Government, Regulation, funding providers and academia, as well as with industry bodies, vendors and technology analysts to learn and influence.Chief Data Officer for the group, including accountability for transforming the business into a proactive insight driven organisation through the development and implementation of the Asset Intelligence Strategy & Programme. E2E data lifecycle management accountability, including ensuring data availability and quality; from acquisition, through utilisation and ultimately disposal.Accountable for strategic and tactical modelling management (hydraulic, risk, predictive, deterioration etc).

• Head of Technology Strategy, Architecture & Security/CTO

  • Oct 2018 - Oct 2019

  As a result of a senior management rationalisation programme I combined my previous role accountabilities with those of Chief Information Security Officer and many of the Chief Information Officer’s accountabilities.In addition to previous role accountabilities:• Accountability for technology (IT & OT) asset management team to ensure asset’s full lifetime cycle value is achieved.• Accountability for strategic relationships with key IT product and services providers. • Accountability for the delivery of technology’s business plans and Opex budget, including process improvement and strategic change initiatives. • Accountability for the strategic planning, development, funding and execution of the company’s enterprise information security strategy, architecture and best practices.• Accountability for the Enterprise Risk profile associated to cyber security and for balancing regulatory and legal constraints, whilst supporting and advancing business objectives.

• Head of Technology Strategy, Architecture & Planning / CTO

  • Jan 2017 - Oct 2018

  Leadership of the CTO and CDO functions across the Severn Trent Group to govern, maintain and evolve the technology vision and strategic roadmap for Severn Trent.Development of Severn Trent’s Big Data strategy and build Data Engineering & Science function to achieve it.• Introduction of new and innovative technology suppliers to Severn Trent and build Severn Trent’s capability to deliver technology innovation through rapid prototyping.Represented Technology at functional senior management and executive to bring the Technology viewpoint to Company-level strategy and business planning.Managed the pipeline of demand into IS and the prioritisation of expenditure (TOTEX).Provided a comprehensive technology requirement definition and solution options service for Severn Trent.Lead the Technology function’s contribution to the Price Review and AMP planning process.Provided 2nd line assurance across the IS function in terms of programme and service delivery.Provided a comprehensive E2E planning function for IS including resource/budget/contract mgt.

• Head of Wholesale and Corporate Technology

  • Apr 2015 - Jan 2017

  IT director role for the Wholesale and Corporate business units in Severn Trent.Led the development of the technology transformation programme at Severn Trent (system stabilisation, technology strategy & new operating model).Led portfolio teams in the translation of business requirements into the delivery of technology solutions (applications and infrastructure).Accountable for a £150m CAPEX budget.Led the application support and development teams to support the delivery of a 40% reduction in high priority incidents in 12 months at a reduced cost base.

• Head of Digital Strategy and Field Force Automation

  • Jun 2014 - Apr 2015

  Initiation of Customer and Colleague journeys and service design development within Severn Trent.Design, creation and board approval for Severn Trent’s digital strategy designed to target customer service improvements and operational efficiencies.Led the Effective and Efficient senior management working group in Severn Trent to develop 2015 – 2020 operational efficiency plans.Led the creation of the smart network strategy and vision for Severn Trent.Led the specification and roll-out of smart devices across Severn Trent.Led the creation of Severn Trent’s internal digital capabilities including “crowd-sourcing” idea generation and the formation of an internal AppSquad to deliver new productivity and risk mitigation apps.

• Shared Support Organisation General Manager

  • Oct 2011 - Jun 2014

  Design and creation of Shared Support Organisation (SSO) including securing Executive Committee and CEO sign-off.Leadership of the Shared Support Organisation blending traditional SAP Competency Centre with business process knowledge, training, communication and support across the six core business processes – Work Management, Asset Management, Finance, Procurement, HR and New Connections.Responsible for E2E business process improvement including the implementation of agile and lean principles.Responsible for stakeholder influencing, alignment and conflict resolution to ensure delivery within project timescales.Responsible for the design and development of Board level progress reports and risk escalation.



Severn Trent Water

• Utilities

• Work Management Programme Manager

  • Oct 2009 - Aug 2011

  Leadership of the implementation of SAP into the operational and network control functions of Severn Trent Water.Responsible for approving change controls from the “as designed” process to support solution optimisation based upon robust business cases.Responsible for stakeholder influencing, alignment and conflict resolution to ensure delivery within project timescales.Responsible for the design and development of Board level progress reports and risk escalation.Responsible for working with third party implementation partners (IBM and Click Software) to ensure a fit for purpose solution.Responsible for stakeholder management and solution illustration (including with Trade Unions and third party work force suppliers) to secure agreement to the designed solution and proposed implementation approach.

• Regional Asset Manager

  • 2007 - Oct 2009

  Responsible for the organisational design of the Water Services Distribution function to improve customer service and deliver operational efficiencies.Accountability for operational leakage management, including; target setting; performance improvement; reporting to the Board; and Company Reporter/OFWAT stakeholder management. Leadership of a team of over 300 people responsible for the design, operation and maintenance of the distribution network across Shropshire, Staffordshire and Birmingham. This included distribution mains, service reservoirs, booster pumping stations and the Elan Valley Aqueduct.Responsible for the Birmingham Security of Supply contingency plans.Accountable for an OPEX budget of £60m and a CAPEX budget of £30m.

• Water Accountability and Optimisation Manager

  • 2005 - 2007

  Responsible for transforming operational leakage management through the creation of a new team of energised and motivated people (c.400 direct and contract operational resources), the use of innovative techniques, benchmarking with others and lean process improvements.Responsible for delivering against the Company Action Plan following regulatory audit.Responsible for the operational management and accountability of water resources from source to tap, including supply/demand management and the operation of the strategic grid.Responsible for Distribution process improvements, resource planning, management information and financial support.Responsible for the Distribution Health and Safety team.

• Records & Modelling Manager

  • 2003 - 2004

• Investment Planning Manager

  • 2001 - 2003

• Investment Promoter

  • 2000 - 2001



Birmingham City Council

• United Kingdom
• Government Administration
• 700 & Above Employee

• Principle Officer - Engineering Design & Build

  • 1995 - 2000

• Graduate Civil Engineer

  • 1992 - 1995