Programmes

Four programmes with constraint, leadership and a measurable result.

Global DC Estate Cost-Savings (2024)

Challenge
A multi-country rack estate (Colt/AtlasEdge; baseline around 385 racks) needed aggressive cost take-out without touching remaining live customer and internal services.
Approach
End-to-end Phase 1 programme control — weekly cease coordination across suppliers, CMDB and contractual-threshold reporting, and strict live-service constraints. Phase 2 set up ACI/OCN firewall consolidation and utilisation governance.
Results
175 racks ceased in 13 weeks (above the 153 maximum expected); approximately €2.9M annualised cost avoidance with zero impact on remaining live services. MD Operations confirmed the result exceeded expectations (May 2024).
Client impact
Board-visible estate cost reduction while continuity stayed non-negotiable — run-and-change under production constraints.

AOK ZSA Technical Refresh 3.0 → 4.0

Challenge
Refresh a live German health-insurer portal across Getronics, AOK and COLT: first-time Automation and Kubernetes-as-a-Service, ServiceNow catalogue, new hardware stack and security/process standardisation — without taking production down.
Approach
Programme control of parallel workstreams under live-service constraints: RACI/governance, HLD/LLD through UAT and pilot, catalogue refresh (SID, VM lifecycle, WAF, IAM, VPN) and tracked open items to stakeholder and audit readiness.
Results
In flight, not closed: hardware decommissioning ≈77% complete; first-time KaaS ≈79% complete; new AOK company-group / PAM structure in ServiceNow ≈84% complete.
Client impact
Current multi-party automation and platform refresh evidence — dated honestly so a recruiter can see what is closed versus still running.

Cloud Services PMO, CMP assessment and TOA business case

Challenge
Scale cloud programmes, projects and senior PMs across a live hybrid estate, and give the board an honest automation/CMP investment case rather than a tool rollout story.
Approach
Established the Cloud Services PMO (delivery standards, executive KPI cadence, coaching of Senior PMs). Led a hybrid CMP assessment across 4,300+ VMs, 1,100+ chassis, 400+ virtual hosts, 25+ Azure/AWS subscriptions and >2 PB backup: CloudBolt vs Morpheus POC and board ROI/TCO with target payback <18 months. TOA modelled ticket volumes (~280k INC / ~150k SR).
Results
PMO cadence in place. CMP: assessment, POC and board-ready ROI — not a completed live CMP platform. TOA: automation potential of ~€700k (INC) and ~€378k (SR) per year labelled as potential, not realised savings.
Client impact
Commercial programme leadership with honest scope: the board can decide; the site does not claim a finished global cloud rebuild.

BT data-centre craft and healthcare continuity

Challenge
Renew and grow live data-centre capacity, then move healthcare stacks, without taking clinical or customer services down.
Approach
Nieuwegein renewal (two new data floors; PUE 2.1→1.2); Rotterdam new-build including CEVA lift-and-shift; DTCC as first customer into newly built capacity (PUE 1.2). St Antonius Groenekan move (Mar–Sep 2016) under live hospital constraints; Sanquin network upgrade and Amsterdam DC dataroom moves (2018–2019), including full rack recabling. COVID cloud compute surge owned as programme implementation and escalation.
Results
PUE 2.1→1.2 at Nieuwegein. St Antonius signed client evaluation 9/10 (Apr 2016). Sanquin healthcare operations continued throughout. COVID Cloud Compute at 98% success under compressed lead times.
Client impact
Data-centre craft plus modern live-service discipline in one career — dated so 2010–16 supports 2024–26 rather than competing with it.
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