OffTwo is a small (30 consultant) niche consultancy which prides itself in its ability to provide top resource to Fortune 500 companies. We successfully compete against IBM, Cap Gemini, Ernst & Young and product vendors such as Cape Clear and Weblogic.

This position reports into the Chairman of the Board. Responsibilities include:
- General management of the company.
- Drive business and grow the company
- Overall technical strategy and technical direction of the company and its various business units.
- Product development responsibility.
- Line responsibility for the entire technical team (currently over 50 staff in several countries)
- Delivery responsibility for services to clients and products developed by the company.
- Pre-sales and customer management
- Offshore team management and development.

Commissioned to write a series of articles on .NET Architecture. A link for those can be found on my site (http://www.pantheonmanagement.co.uk).

Initially retained to conduct an audit of the IT department in order to determine next steps, including a viable strategy for the next 5 years. Follow-up project until April 2007 to reorganise the IT department and mentor the existing IT manager.

Main responsibilities include
- Push through and complete lagging projects
- Put in place best practice procedure and lifecycle
- Implement a modern architectural platform (hardware & software).
- Update technical knowledge through specific workshops
- Liaise with the board of directors to update and synchronise business/IT strategy
- Establish communication framework between the operational part of the business and IT
- Increase headcount by 50%
- Establish roadmap and plan for product development initiatives.
- Implement a framework for simplifying the integration with some of the market-leading data stream providers in this sector.

Project to formulate the future architecture and direction or their flagship pan-European ERP product. Devised and led workshops of senior business managers and technical staff to achieve the buy-in of all stakeholders and presented options to senior management.

Asked to help The Caravan Club to implement best-practice processes and line manage the development and business analysis teams. This senior role within the IS Department, fulfils several important functions:

- Organise and complement the development teams in order to support a huge change programme recently authorised by the board of directors.
- Run several development projects including the B2B and B2C centenary e-commerce site.
- Design authority for the whole caravan club enterprise software architecture.
- Develop procedure for and assist in the selection of strategic 3rd party suppliers.
- Manage the requirements gathering and oversee the implementation of new business analysis best-practice procedures and standards
- Implement new software development procedures such as product roadmap, release and configuration management, coding standards, and a new toolset to support it all.
- Line management for 20+ staff and recruitment of extra temporary staff as required.

Iterion Limited is a consultancy specialised in implementing ERP systems. I was asked to start up a new practice which would complement their current offering within the systems development and integration market, initially concentrating mainly on the Microsoft set of products and tools, such as the .NET framework.

Responsibilities included:

• Full P&L responsibility for the new practice.
• Main tasks included:
o preparing strategies for increasing the visibility and growth of the practice,
o budgeting,
o staffing,
o advanced technical leadership.

Following the Iterion’s acquisition of a software company marketing a financial services software product, I was named interim CTO in order to manage the development of the product to release v.1.0. Despite a tight budget and short timescales the product was released on time.

Started up development team to build a system for a major blue chip client in Denmark. Responsibilities included being the client facing technical authority; helping the Indian-based team overcome initial technical hurdles, hand over design responsibilities to the architect on site in Hyderabad. The team sizes: 10 in Denmark and 8 in India.

2003: 18 Months:

Development management and mentoring. Series of assignments covering strategic and tactical implementation of .NET across the enterprise as well as managing projects, running seminars and workshops for various levels and categories of personnel. Team size dependent on project (from 3 to 10)

Development team building and mentoring. Developed their corporate architecture using BizTalk 2004, SharePoint Portal Server and other .NET technologies. Team size: 20.

Developed a new architecture for the department in charge of running the corporate portal applications. Gave a series of strategic talks to senior management and local board of directors which allowed the go-ahead for5 different internet/intranet projects which I led to successful completion. Team size: 25