Paul Amery's Linkedin Analytics

As complex and challenging as the Technology & Transformation landscape and journey might appear, I see the same key business problems reoccurring and needing resolution. Problem 1: We have invested a lot of time, money, good will and effort into 'Big T' Transformation, but to date we have seen little or no delivery or business value. How can we resolve this? Problem 2: Although we claim to be a product-centred, customer experience led organisation, at times it feel like the Technology tail is wagging the dog. How and what can we do to course correct? Problem 3: We have dabbled with Agile ways of working. It has done little to improve transparency or momentum. What are the right tools, methods and practices we need to align on - to ensure we (a) improve Stakeholder trust and visibility (b) have a roadmap beyond the next few sprints (c) really understand and mitigate Enterprise risks Problem 4: Vendors often tell us we can remove all our legacy pain by investing in Shiny Saas Platform X. How can we be sure we won't just replace one hole in our Ops bucket with another? Problem 5: We want our squads and cross functional teams to act like One Tribe. We hear a lot about Product and Delivery guilds and chapters. What is the right Target Operating Model we need to adopt to truly accelerate collaboration, value, transparency and delivery value? ________ With over 20 years of full lifecycle experience in project and programme management, I have successfully delivered SaaS solutions, cloud migrations, flagship apps, B2C, B2B and middleware services, API deployments, compliance, digital and agile transformation initiatives for leading European brands. My core competencies include complex integration and data readiness, end-to-end delivery, migration and change, practical agility, and empathic leadership. Most recently, I was a Global IT Programme Manager at Imperial Brands PLC, where I managed the RFP, vendor selection, and deployment of a data platform foundation and an iPaaS solution. I also delivered a target operating model and a transition state roadmap for the IT function. Previously, I led big data and integration programmes at BSI and Cambridge Assessment, using MuleSoft and other orchestration tools. I am passionate about growing teams, helping individuals reach their potential, achieving flow, and building bridges across previously siloed functions.