Upgrade Critical National Infrastructure (CNI)  Primary  Datacentre (2019-2021)

Interfaced as the primary customer to the appointed Principal Contractor for the replacement and upgrade of the Datacentre’s ageing and redundant UPS, HVAC and Fire suppression system into a core / primary Datacentre. We led a core team of IT software, application, network and datacentre engineers in the documentation and analytical requirements for the planning of all IT work packages. Working with BAs (Business Analysts) we wrote functional specifications, devised testing scenarios and liaised with the business and 3rd party vendors/ suppliers to ensure mission-critical Business applications and systems remained fully operational during the project lifecycle.

Primary responsibility to ensure the datacentre remained fully compliant and safe to operate in while all IT solutions remained operational. Communications packages drafted and distributed to all C-suite execs and stakeholders.

SESW – TWS – Treatment Water Sites ( 2021 – 2022 )

Initiated the process to gain full funding for the upgrade of the network and infrastructure hardware at the SESW Disaster Recovery site at Sevenoaks in Kent. Instigated  several SoW (Statement of Works)  to complete the following:

  • Phase 1a – Site survey, manufacturer assessment, outline design and technical specification by IT Network & Cyber teams.
  • Phase 1b – Procurement of all hardware via IT Framework supplier to guarantee delivery equipment and installations of new 1G lease lines.
  • Phase 2 – Conduct installation and commissioning via IT Network & Cyber teams & any 3rd party vendors contracted to support SAT (Site Acceptance Testing).
  • Replacement of legacy and unsecure WAN/LAN and WIFI Networks at primary TWS CNI sites with the Southeast of England.
  • CNI sites are currently undergoing a full CCTV Refresh programme, acted as the IT programme manager to integrate both CCTV & the new network delivery to facilitate a new operational and secure WAN/LAN and Wi-Fi network for the CCTV programme to connect to the site cameras and video recording system. All phases of this SOW must be completed by 31/03/22.
  • A programme of works that will look to either replace or install 26 AT-TQ5403 Wireless Access Points across the entire site plus install new network cabinets and hardware to create a new IT network backbone.
  • Configure the network to align with the rest of the utilities network & cyber security policy.

AFDN – Airfield Data Network Programme (2017 – 2018)

Scoped and identified business benefits and requirements for the replacement of the legacy copper airfield data network. Prepared, documented, and analysed requirements for RFI & RFP procurement process for 3rd party suppliers to fulfil System Integrator and Assurance roles. The programme was to replace full e2e systems including ageing pits & ducts, fibre optic cabling, active network equipment and airfield / IT systems. Upgraded the IT Datacentre UPS, HVAC and fire suppression systems, ensuring it was fully compliant and safe to operate in while all IT solutions remained operational. This programme is classed as the airport’s largest risk to aircraft not flying. Moved to Security Portfolio in 2018 to head their programme of IT projects.

M&A of Iberia | Aer Lingus | British Airways Data Centre Migration

Acted as the key technical conduit with service partners and suppliers, ensuring program deliverables met functional, technical, process, quality, and integration criteria as part of larger M&A (Merger & Acquisitions) mission-critical portfolio of works with the 3-airline integration programme.

Led and managed large scale complex global strategic infrastructure & eCommerce change programmes and business transformations with the business and delivery partners (circa £30m + budgets, matrixed teams, multiple business lines). 

Deployed and manged large scale software development lifecycles (SDLC) with particular emphasis on automation using technologies focused on the deployment of REStful APIs.

We matrix managed teams up to 30 members via coordination, motivation and communication; actively managed onshore/offshore cross-functional virtual project teams to ensure exemplary programme delivery. Communicated and worked directly with customers at a senior level to guarantee we met their high standards of project execution. Ensured cut-over planning was carefully managed and all data integration requirements were captured as part of the IT operational transformation programmes.

British Airways | Heathrow | www.ba.com British Airways is the UK’s largest international scheduled airline, flying to nearly 600 destinations around the world. August 2005 – October 2012  Senior Technical Project Manager – IT Infrastructure Delivery (FTE)  Datacentre Physical – Virtual Refresh  Led a mixed team of 24 British Airways technical specialists and third-party consultants to deliver the latest middleware and application solutions into the new agile datacentres. This included significant cost saving by effective re-use of the current hardware infrastructure in a “rolling stock” delivery methodology.  Project delivered a complete replacement for the ageing XEN Single Data Centre, which included 100+ physical servers and the migration of over 800 Virtual Machines and 60 applications during the airline’s busiest summer schedule. We enhanced the processes that decommissioned and commissioned hardware in the datacentres from an initial 20-day lifecycle to a 6-day lifecycle. Delivered in an agile / DevOps manner utilising Scrum and Kanban methodologies with Jira technology. Successfully implemented the new processes into both UK data centres at British Airways. IBM/Solaris – Redhat Datacentre Migration  We ran workshops and documented business requirements for BA applications to migrate off ageing physical infrastructure & software to new environments in two Datacentres. Strong stakeholder management requiring excellent interpersonal & communication skills enabling the production and distribution of high-quality governance documentation and reports per Group Project Management Methodology. Moved between agile and waterfall approaches depending on project specifics and client goals, creating detailed project roadmaps, plans, schedules, and work breakdown structures as defined by PRINCE2 guidelines.