Case Studies

While supporting training administration for council staff, identified a significant gap in adult social care, carers lacked a consistent, recognised standard of qualification, creating risk around care quality and consistency across the borough.

Proposed and developed a project to bring all adult social carers up to a recognised, formal qualification standard, NVQ Level 3 in Care, rather than continuing with inconsistent, ad hoc training.

Led the project to coordinate and enable around 3,000 carers across Haringey to work towards and achieve NVQ Level 3 in Care, managing the practical delivery of the initiative from within a training administration role.

Successfully supported around 3,000 carers across Haringey in achieving NVQ Level 3 in Care, raising the qualification standard of the adult social care workforce borough wide. Personally was awarded a certificate by the Mayor of Haringey in recognition of the achievement.

BT's control of the UK's core telecoms network meant it could favour its own retail services over competitors, restricting genuine competition in broadband and mobile markets and keeping prices high for consumers.

Ofcom's Strategic Review of Telecommunications concluded that structural change was needed to force BT to offer equal access and pricing to all communication providers rather than its own internal business.

Worked within a team of 10 to help reshape BT's operating model and regularise telecoms industry legislation, contributing to the regulatory work that underpinned this landmark reform, alongside managing wider IT and telecoms contracts and outsourcing arrangements at Ofcom.

The reform led to the September 2005 Undertakings and the creation of BT Wholesale and BT Openreach in 2006, requiring BT to offer identical wholesale pricing to all providers. Competitors' share of broadband connections via local loop unbundling rose from just 2% in 2005 to 40% within a decade, opening the market to a wave of new entrants and helping drive down broadband and mobile prices for consumers across the UK.

Homecare, extra care, reablement and crisis support were procured through fragmented, inconsistent routes — with regulated and non-regulated services sitting outside a single compliant model.

Championed the design and launch of a Pseudo Dynamic Purchasing System unifying all care categories, with a 12-year scalable roadmap offering multiple compliant tender routes.

A £4.2 billion, 12-year system delivering an estimated 5% additional service capacity, with cost efficiencies fed straight back into service expansion.

Ealing Council faced a large, fragmented tail spend, low value, high volume purchases spread across many suppliers, which was time consuming to manage, offered poor visibility, and left savings and income opportunities untapped.

Designed a Neutral Vendor model, a single, OJEU compliant framework capable of managing the full range of tail spend through one route, improving control and transparency while opening up new commercial value.

Led the end to end creation of the Ealing Procurement Framework (EPF), from concept and compliance through to structuring the commercial model to deliver both cost savings and recurring income, an early example of the KPI driven thinking that has shaped my approach ever since.

Delivered a framework supporting £45.5 million in annual spend, with an expected 10 to 20% annual saving of £4.5 to £9.1 million (£36 to £72.8 million over its lifetime), alongside an expected 1% recurring income of £400k to £1 million. The model has since been developed further by delivery partner Matrix.

Delivered a framework supporting £45.5 million in annual spend, with an expected 10 to 20% annual saving of £4.5 to £9.1 million (£36 to £72.8 million over its lifetime), alongside an expected 1% recurring income of £400k to £1 million. The framework has since been adopted and developed further by Ealing's official delivery partner, and continues to operate today as a live route to market for public sector organisations.

Adult homecare across the alliance needed a compliant, flexible route to market under the Light Touch Regime that could scale across boroughs.

Designed and led a Dynamic Purchasing System for adult homecare, standardising onboarding and pricing while keeping the market open to new providers.

35% (£4.2 million) annual savings and £16.8 million saved over four years.

Southwark Council needed to procure a new, London wide Violence Against Women & Girls support service, and believed the groundwork for this was largely in place. On engaging as a specialist consultant, closer review identified significant gaps between the intended service model and what could practically be delivered, including unresolved questions around premises and service delivery format, all against a significant programme deadline.

I brought structure and clarity to the procurement by running a Competitive Dialogue process, allowing the council to work iteratively with bidders to resolve open questions around delivery model and premises while maintaining a compliant, defensible procurement route, allowing both the council and the bidders to go into depth on the requirement increasing understanding of the project, its challenges and risks.

I led the end to end procurement, developing all documentation and templates from scratch, and aligning finance, legal and technical stakeholders around a new tactical partnership contract model. I also designed and built in KPI reviews at year 3, allowing additional contract and social value commitments to be developed and tested ahead of formal implementation in year 4, allowing additional value to be added to the contract as it matures and ensuring any risks identified can be dealt with early.

Delivered a sector leading contract, structured as an initial 4-year term valued at £3.2 million with options to extend for a further 6 years, taking total contract value up to £8.4 million over 10 years. Secured £30k of Social Value contributions across the first 4 years, with a mechanism in place to compound social value further from year 5 onwards, creating a triple-fold impact across the life of the contract.

A large property portfolio needed faster, better-value voids turnaround across multiple providers.

Directed a 'Major Voids' management procurement awarded to two providers over a five-year term.

A £22.5 million programme over 5 years achieving 3% (£660k) savings.

Void works across 500 properties were costly and inconsistent.

Delivered a competitive minor voids works tender with redesigned processes and documentation.

A £4.5 million contract delivered at 40% (£3 million) savings.

Mobile and telecoms contracts were overpriced, and a £300k budget overspend needed reversing.

Renegotiated mobile and telecoms contracts using targeted sourcing strategies and stronger commercial terms.

A 55% (£530k) cost reduction, and a £300k overspend transformed into a £75k underspend.

A global branch network had inconsistent, high-cost procurement following a merger.

Spearheaded a £500m+ branch standardisation programme and restructured telecom and IT hardware contracts.

£50 million in annual savings, plus 40% (£168k) post-merger contract savings.

Fragmented telephony and legacy leisure-centre telecoms were driving up cost.

Consolidated mobile telephony contracts and migrated leisure centre telecoms to VoIP.

£161,533 (65%) mobile savings, plus £46,203 VoIP implementation savings and £10,750 annual call savings.

Sexual health services had inconsistent pricing and fragmented delivery across clinics.

Procured a pan-London integrated sexual health service with a unified pricing structure across clinics.

£75k total savings over 3 years (15% / £25k annual), with improved consistency and transparency.