Slide 1: Corporate Data Strategy
Developed in collaboration with a Chief Technology Officer (CTO) at an organisation aiming to adopt a corporate strategy focused on becoming data- and automation-led within five years. The strategy emphasises the value of consistently collecting, storing, and analysing data securely and routinely. This approach enables better decision-making and enhances operational efficiency. The strategy aligns with the organisation’s business goals and strategic vision. It places strong emphasis on improving data quality and accessibility, fostering a culture centred on data-driven insights, and automating routine and lower-level processes to free up capacity for high-value-add work.
Slide 2 & 3: Power BI development strategy/guiding principles
A multifaceted project to implement the adoption of Power BI at an organisation. The work involved developing a full business case to secure funding for the required licensing upgrade, outlining the value-add and return on investment in terms of improved insight, better decision-making, and more efficient processes. The work also involved working with a group of data analysts selected from across the organisation to become Power BI super users. I set up a Power BI superuser group and led a series of workshops to develop best-practice crib sheets/guidelines so the group can work in a coordinated, systematic way when creating products for their customers and end users. The guidelines included best-practice principles for scoping and project managing new products (using frameworks such as Agile PM, MoSCoW prioritisation, development sprints, user experience and interface design, user acceptance testing, customer relationship management, iteration, and end-user support and training). However, the most crucial part of the work was fostering a sense of support and community amongst the developers so that, despite working in different parts of the organisation or at partner companies, they could collaborate, test ideas and projects, and tackle technical challenges.
Slide 4: Business Intelligence specialists’ vision and mission roadmap
I worked on a strategic initiative to develop a cohesive vision and mission document, along with an action plan, for data professionals within a public-sector organisation. The focus was on leveraging data science and predictive analytics to improve resource planning, increase operational efficiency, and prepare for future events. The challenge arose because the data specialists were led by a Chief Technology Officer (CTO) who openly admitted she was more of a technologist than a visionary in data science. She had hoped that the specialists would collaborate effectively to formulate a strategic approach to data utilisation. However, they were struggling due to their limited experience in engaging with C-suite executives and needed guidance. To address this issue, I collaborated with corporate leaders to capture their expectations. I then worked closely with the data specialists to translate those expectations into a comprehensive strategy, including a vision, mission, and actions document. Additionally, I coordinated the delivery of a series of presentations to staff so the specialists could outline how their individual areas of expertise could add value and improve outcomes within the organisation and raise the profile of their skill sets.
Slide 5: AI & automation engagement exercise / implementation plan
I co-led an engagement exercise on AI and automation at a public-sector organisation. The goal was to identify opportunities to streamline processes, improve service delivery, and enhance operational efficiency. We started with stakeholder workshops to understand current pain points and to map high-volume, repetitive tasks that could be automated. The project team assessed several areas, including document processing, citizen query handling, compliance reporting, and client case notetaking. We aimed to identify and score opportunities for cost savings and faster turnaround times. We also emphasised the importance of ethical considerations, transparency, and alignment with regulatory frameworks to maintain trust and accountability. By fostering collaboration between IT teams and business units, we developed a phased implementation roadmap to deliver measurable benefits while upholding public service standards.
Slide 6: Strategy to manage risk in a waste collection team
Working with a waste collection team to rethink, rework and successfully embed a comprehensive risk management strategy that prioritises safety while embracing flexibility. Operational hazards such as vehicle safety, manual handling, public safety, and environmental exposure had to be, and were, mitigated through enhanced training, protective equipment, and real-time monitoring systems. However, employee sickness and turnover were high, and morale was low due to rigid work patterns and inflexible terms and conditions. The work centred around collaborating with managers and supervisors to introduce measured changes to shift patterns, allowing greater flexibility without compromising coverage or compliance. This was achieved by smarter use of analytics and route-mapping GIS software. This approach aimed to reduce fatigue, improve morale, and foster a more inclusive working environment. By piloting these adjustments and continuously gathering feedback, the organisation created a culture where calculated risk-taking drives efficiency and supports staff wellbeing, ensuring service standards remain high while processes evolve for the better.
Slide 7: Development of a vision for a corporate transformation team
Work to tighten up a vision and strategy for a corporate transformation team by creating a coordinated approach and toolkit of visuals and repeatable processes. The key driver was to develop a clear vision centred on innovation, efficiency, and resilience across departments and services. This vision focused on breaking down silos, modernising legacy processes, and leveraging digital tools to create more agile and customer-focused operations. By rethinking service delivery models and introducing data-driven decision-making, the team aimed to enhance performance, reduce costs, and improve employee engagement. The most important message that had to be communicated across the organisation and extolled was that transformation is not just about structural change and budget reductions — it’s about fostering a culture of adaptability and continuous improvement that empowers departments to deliver better outcomes for both the organisation and the communities it serves.
David Cook 