Work History

Work History
2012 - Oct 2013

Head of Transformation

Thomson Reuters

Requested by CTO of F&R to drive unification/rationalization strategy to converge desktop and data feed business, while aligning with wider Thomson Reuters’ platform strategy. Defined, agreed, and successfully executed roadmap to deliver, overcoming initial long-standing organizational silos, internal politics, disengaged key participants, and little to no management buy in or ownership.

Impact: Made gainful strides towards removing massive duplication between the desktop, data feed, and corporate technology functions, enabling savings of ~$95M in a few years.

  • Positioned technology for $45M in savings via delivery of enhancements in Administration/Entitlements systems.
  • Allowed for +$50M in savings by developing agreed plans to deliver consistent content to desktop and feed products.
  • Ignited unprecedented cultural change, which broke down silos and enabled key technologists to freely collaborate.
2011 - 2012

Global Head of Business Operations, Eikon

Thomson Reuters

Selected to lead organisational transformation programme and deliver key internal initiatives within desktop organization, comprised of 2000 employees. Led 50-member global programme management team to deliver functional enhancement and maintenance projects across product/platform to improve efficiency and productivity company-wide.

Impact: Introduced massive change in short period, resulting in more nimble response to user feedback from quickly evolving Eikon product and exponential increase in migration.

  • Scaled delivery teams’ geographic footprint from 35 to 7 global locations, significantly reducing complexity.
  • Boosted teams’ performance while reducing size by recruiting new talent and exiting bottom 15% of organisation.
  • Shrunk delivery cycles from years to months by introducing single Agile methodology to all development teams globally.
  • Focused team on most valuable business priorities by implementing clear, transparent prioritisation across business units.
  • Increased transparency and productivity via adoption of single supporting toolset.
2011 - 2011

Global Head of Platform Technology

Thomson Reuters

Progressed to drive operation, enhancement, and maintenance of newly launched strategic platform/product, Eikon, during critical post-launch phase, as well as many legacy desktop products. Oversaw global technology organisation of +1500 employees to address key functional gaps and subsequently convert 100,000 customers to new platform in aggressive timeframe.

Impact: Improved Eikon’s performance and stability, thus restoring confidence in desktop product/platform.

  • Addressed product issues swiftly, preventing harm to Eikon’s and firm’s reputation.
  • Achieved 100% improvement on key test cases and reduced defect count 50% for high severity issues in 6 months.
  • Reversed trajectory of suspended customer rollouts to realize a 300% growth in user install base in just 6 months.
2006 - 2011

Global Head of Delivery Sales & Trading Desktop

Thomson Reuters

Created and delivered Eikon product and platform, from concept to global deployment and commercial launch.Grew team from ~30 to 50 and managed budgets of ~$150M across multiple cost centres. Expanded scope of responsibilities to drive programme and project management function across Sales & Trading desktop. Led ~2000 people globally involved in programme through complex organisational matrix. Directed 8 major sub-programmes and delivered 50 contributing projects.

Impact: Played essential role in delivery of high-stakes Eikon initiative to secure company’s desktop business.

  • Saved ~$95M and additional ~$120M via delivery of Eikon, which shutdown multiple legacy products/platforms.
  • Fused Eikon together after 3 years of development and testing by stabilizing scope and pushing for launch.
  • Rallied cross-functional, global delivery teams to exceed expectations by gaining their trust, buy-in, and commitment.
  • Bridged gaps between senior management and the front lines through transparent and constant communications.
  • Chaired executive-level steering group, reporting to senior management up to and including the CEO.
2001 - 2006

Programme Manager, Business Projects Group


Recruited to heighten firm’s execution ability, as member of small, elite internal team of consultancy programme managers. Built and led teams in delivering mission-critical initiatives across Reuters business.

Impact: Stepped in to take over, turnaround, and deliver long-failing infrastructure programmes.

  • Rescued and drove delivery of faltering high-profile platform and subsequent product launch.
  • Defined and implemented standard product delivery methodology for firm, in collaboration with peers.
1989 - 2000

IT Development Manager

Lloyds Bank Securities Services

Promoted through a series of increasingly demanding roles to lead all of company’s internally developed software. Ultimately built in-house team to maintain and develop systems, thus eliminating costly consultants.

IT Development Manager (1999-2000)

Application Platform Manager (1997-1999)

Programme Manager (1996–1997)

Analyst Developer/Team Lead (1994–1996)

Back Office Settlements (1989–1994)