Following the successful delivery of my last project at Haringey, I was asked to support their Parking Service in procuring a new Parking Management System. The service issue 200,000 PCNs and 54,000 parking permits generating £19M annually. In addition, I was seconded onto FOBO Programme (Front Office, Back Office) to capture the business requirements for case management solutions and conduct soft marketing to short-list potential suppliers.
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As a result of my work at Haringey I was asked by a member of the Project Board to run a £2M project to replace / upgrade the Xerox MFDs (print, copy, scan) across the boroughs of Camden, Haringey, and Islington. The project scope included the Coordinated implementation of a single print management solution including the delivery and sign off of a Proof of Concept and Pilot phase. The deployment included over 400 devices across over 900 sites and a self-serve print solution for the tri-borough library services. I was responsible for managing three project teams including IT engineers, Communications team, BA and Project officer.
The project was a complete success, delivering savings of circa £90k per annum and an expected reduction in print volumes in the region of 30%.
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My initial assignment at Tower Hamlets was to define the scope of work required to deliver efficiencies in the way that they manage accommodating individuals who become homeless and those on their housing register awaiting accommodation. I was then asked to manage the procurement and implementation of Civica Cx for Regulatory Services. Cx consists of 6 modules, Licensing, Trading Standards, Environmental Health, Housing Enforcement, Housing Assistance and Community Service (ASB) with all but Housing Assistance used by Tower Hamlets. Having completed data migration from the legacy solution and user acceptance testing I handed the project over to a permanent PM as go-live was dependant upon Civica releasing their Citizen Portal which was not confirmed at the time.
Learn MoreI took over a project from another PM who was leaving Camden, which was to move from and end-of-life locally hosted case management system to a fully redesigned supplier hosted version. The project was 18 months overdue and the stakeholders had lost all confidence in the supplier CACI. The users included School Admissions, Attendance, Education Psychology, Appeals, Safeguarding and Inclusion and Special Educational Needs. After engaging with all parties the project was effectively restarted with sessions with each team to determine requirements, full user training followed by user acceptance testing. It took a further 16 months of hard work to gradually rebuild confidence and pressurise the supplier to deliver what the end users wanted from the solution but the product went live successfully in August 2025.
Learn MoreFollowing the last audit the Housing Regulator recommended that Camden manage their fire risks using a purpose build application rather than relying upon spreadsheets. In 2024 they purchased the NEC Risk Module as NEC was their main housing management system. I was asked to take over the implementation after it had stalled and soon realised that the native solution did not meet the business requirements.
I spoke with every other council who had purchased the module and found that none of them had gone live. Over the next 10 months I worked with Camden's application team and developers to customise the module so that it could meet the business needs. The service had lost confidence in original solution but once they had a demonstration of the changes that had been applied they embraced the solution. In June 2025 the service commenced user acceptance testing which involved 7 different teams, UAT was formally signed off the following month.
Learn MoreIn 2023 Camden set up a limited company to act as a landlord for properties that would be used for temporary accommodation. A year later they had the opportunity to replicate the process when offered 35 properties in Somers Town but wanted to avoid numerous issues that had been experienced in the way that the initial properties had been set up in the NEC Housing Management system. I swiftly agreed a way forward and formed a small project team to commence delivery. The project had a tight deadline and as we commenced testing the technical support left the organisation suddenly. After highlighting the risks on a number of occasions I was provided with an alternative resource and quickly brought them up to speed, the solution went live a week ahead of the deadline.
Learn MoreWhilst in the process of closing my project at the London Borough of Tower Hamlets I undertook a project with the repairs team at Haringey who, like many councils were facing the challenge of dealing with an upsurge in tenant complaints of damp and mould. The task was to review the existing process and make recommendations. Unlike the majority of my projects post COVID, this required me to be onsite as I needed to see things from the front line officers. I spent time in the call centre and out with the engineers as well as meeting Total Mobile who provided the case management solution. I presented my findings to the Project Board which proposed a radical channel shift for both the engineers and residents.
Learn MoreWhilst undertaking a assignment at Camden to deliver a programme of work for the Revenues and Benefits team, the delivery manager became aware of my experience at Tower Hamlets and Enfield where I delivered Civica Cx. Camden had procured Cx for Regulatory Services back in 2022 but put the project on hold as the solution had not been fully developed. I was asked to restart the project and with the assistance of a very engaged team from Environmental Services got the product to the point of go-live within 15 months. Unfortunately, during testing the service identified some major issues with the Civica Citizen portal which meant that the project had to go back on hold pending further supplier development.
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