Project experience
Experience across a range of IT projects
Over the years, I have worked on IT projects across different industries and organisations, from mid-sized manufacturers to international businesses. These examples show the responsibilities I have taken on and the challenges involved. All clients are anonymised for confidentiality.
Selected project experience
I look beyond the technical objective. What matters is understanding the dependencies, knowing who is accountable and finding a practical way to deliver under real-world conditions.
International IT carve-out
An international IT carve-out involves separating two organisations' technology without putting ongoing operations at risk. What looks like a straightforward migration quickly becomes more complicated when applications, infrastructure and operational processes are shared. My role included managing dependencies, coordinating international stakeholders and planning system transitions and data migrations. A particular focus was making complex technical issues clear enough for decisions to be made at the right time.
Data centre network transformation
How do you move a large, long-established IT environment onto a new network platform when documentation and responsibilities are not always clear? That was a central challenge in this infrastructure project. I contributed to architecture and migration planning, analysed technical dependencies and coordinated with system owners and specialists. One of the hardest parts was bringing together the right information and people. Without a reliable understanding of the existing environment, there is no sound basis for a migration plan.
Global IT infrastructure strategy
In international organisations, individual sites often develop their own solutions and standards over time. These may work well locally but make it harder to manage and develop infrastructure consistently across the business. I managed the development of a global infrastructure strategy, including target architectures, technical standards and a transformation roadmap. The engagement concluded with the completed strategy; operational implementation was subsequently put on hold.
Enterprise architecture and architecture governance
As an Interim Technology Architect for an international company, I worked on developing its enterprise and infrastructure architecture. My work covered architecture principles, technical standards, target architectures and assessments of proposed IT changes. I used TOGAF-aligned methods and LeanIX to structure and document the architecture. A central part of the role was assessing technology options in the context of the wider IT landscape, security, operational requirements and business value.
IT leadership and operational handover
After several years leading an IT infrastructure department, I supported the transition into self-employment through a fixed-term freelance engagement. This was not about launching another transformation. The priorities were keeping IT operations stable, continuing ongoing work and ensuring an orderly handover. Leadership transitions are a reminder of how important clear responsibilities, documented decisions and accessible knowledge really are.
IT infrastructure for a new production facility
Building IT infrastructure for a new production facility means depending on many other construction trades. Network connections, server rooms, power supplies and cooling must not only be specified correctly; they must actually be ready when needed. I managed the IT infrastructure project and coordinated requirements with construction management, designers, architects and technical teams. One of the biggest challenges was the dependency on the construction programme. Delays on site directly affected IT schedules, resources and delivery plans.
Clinical application management
In healthcare, IT systems must above all work reliably. Clinical applications bring together the practical demands of everyday care and the technical capabilities and limitations of the software in use. I was responsible for supporting clinical applications and acting as the link between end users and the software vendor. That meant understanding requirements and problems, discussing them with the vendor and supporting solutions while clinical operations continued.