Carly Bradburn

Dynamic IT Leader with a proven track record of delivering enterprise-wide digital and business transformations across diverse industries. Adept at aligning technology strategies with business goals, driving operational resilience, and leading high-performing global teams to deliver measurable results. Expertise in creating scalable solutions, recovering failing portfolios, and optimising IT spend while fostering innovation. 

Career History

September 2023 – To date: ClearCourse

Director of Professional Services/Delivery Director

ClearCourse Membership Services is part of ClearCourse Group and delivers CRM SaaS solutions to charity, membership, political party and trade unions organisations. The division is constructed of 13 disparate business all acquired in the last 5 years as part of the business acquisition plans. 

• Strategic Leadership – spearheading the transformation of 9 disparate business united into a cohesive division. Standardising tools, processes, and financial reporting to drive operational excellence and scalability while unifying the operating model. 
• Responsible for leading a team of 100+ staff, delivering CRM SaaS solutions (Oracle and D365). 
• Directed a £36m portfolio spanning 200 clients and 9 business units. 
• Portfolio Management – introduced and implemented a scalable PPM solution across the division to drive visibility, governance, and operational efficiency, with plans to expand across the group in 2025.
• Technology & Process Standardisation – collaborating with the CTO to design and implement a unified tech stack and delivery framework, enabling consistency in solutions and Client Services.
• Financial Optimisation – partnering with the finance team to realign financial reporting processes, ensuring alignment wit the new delivery model and maximising resource utilisation across the division. 
• Strategic Growth Initiatives – driving the creating of CCMS as an independent business entity within the group, establishing onshore, offshore, and nearshore delivery teams while developing a unified brand identity, standardised templates and delivery practices. 
• Organisational Development – developing and implementing a strategic roadmap to integrate diverse teams, fostering collaboration, and creating standardised roles and workflows to enhance efficiency and scalability. 

October 2022 – August 2023: Neos Networks

Head of Technology Delivery & Business Change/Director of Delivery

• Strategic Portfolio Leadership: Directed the technology, product, project and change delivery portfolio, ensuring alignment with organisational goals and strategic priorities. 
• Executive Engagement: Established and strengthened relationships with ExCo and senior leadership, acting as a trusted advisor and driving alignment between technology delivery and business objectives.
• Delivery Framework Design: Designed and implemented a new central ‘front door’ process to assess and prioritise incoming demand against strategic objectives and budgets, streamlining project intake and resource allocation.
• Capability Building: Built a new business Partner and Change Management Practice, introducing expertise to bridge the gap between technology delivery and business transformation. 
• Capacity and Demand Optimisation: Introduced robust capacity and demand management processes enabling scalable resource planning and efficient delivery across the organisation. 
• Operation Excellence: Delivered end-to-end technology solutions for both internal and client facing projects, improving operational resilience and customer satisfaction. 
• Governance and Reporting: Established strong governance structures to ensure transparency, consistency, and accountability in portfolio delivery. 

November 2015 – September 2022: Thames Water

April 2021 – September 2022 – Programme Director – Digital Transformation

• Strategic Leadership: Led the £16m ‘Future Way of Working’ programme, transforming how 10,000+ employees work post Covid through technology, process improvements and cultural change.
• Operational Impact: Reduced SLA’s from 10 days to 2 for technology fulfilment requests through the EUC team and saved £10m through strategic realignment of accommodation needs.
• Technology Enablement: Delivered and ‘office in a box’ solution for hybrid/remote working, rolled out advanced meeting room technology, and introduced seamless desk and car space booking tools across all hubs. 
• Cultural Transformation: Implemented flexible working policies with HR, modernised performance management and enhanced on boarding and online training capabilities. 
• Governance and Agile Delivery: Directed a product team managing agile change dealing with critical fixes/needs with a £500k budget, enhancing business agility, improving safety and responsiveness. 

April 2018 – April 2021 – Digital Business Partner for Operations & Customer & Head of Digital Operations Delivery Portfolio

• Strategic Portfolio Oversight: managed £120m digital operations portfolio, recovering a £35m operational technology portfolio to deliver high value, regulatory, compliant outcomes. 
• Operational Technology Recovery: Rescued a failing £20m SCADA replacement project, enforcing supplier governance, recruiting specialist teams, and completing delivery within 2 years, achieving industry recognition. 
• Regulatory Delivery: Delivered DfT and DEFRA compliant programmes, including security upgrades and HSE projects, while achieving £15m in capex savings over 2 years. 
• Technology Advancement: Drove agile development and power BI solutions, mobile tools, SAP upgrades, modernising operations and enhancing efficiency. 

September 2017 – April 2018 – Head of People Programme 

• Organisational Redesign: Directed a £6m programme to optimise span of control across wastewater operations, aligning roles with industry best practices for safety, efficiency and resilience. 

January 2018 – April 2018 – Head of Programme EPA 4*

• Performance Uplift: Designed a 2-year strategy to elevate the wholesale waste business from a 2* to 4* performance rating, driving compliance and operational excellence. 

November 2015 – December 2017 - Head of Programme Delivery 

• Strategic Vision: Developed a long-term operational strategy for the waste control business, impacting several hundred employees and spanning multiple functional areas. 

November 2006 – October 2015: British Airways

July 2014 – October 2015- Senior Programme Manager – Airport Transformation (£100m+ p/a budget control), Global Transformation Programme. 

January 2012 – July 2014 - Senior Programme Manager – Passenger Revenue Accounting Transformation Programme (£40m+ budget control) Global change programme.

June 2008 – December 2011 - Senior PMO

November 2006 – June 2008 - T5 Senior Project Manager/Team Leader

September 2000 – November 2006: The Royal Borough of Windsor & Maidenhead 

Roles held - Senior Project Manager, Team Leader, Technical Resource Planner

March 1999 – August 2000: Dillon Technology Ltd 

Roles Held - Technical Project Manager, Account Manager

June 1997 – March 1999: Record Treasury Management Ltd 

Roles Held - Assistant Accountant

December 1995 – June 1997: Eton College 

Roles Held - Accounts Assistant

MSP (Managing Successful Programmes)                     SCRUM Master

Diploma – Change Management                                                  HND Business Analysis

ITIL 4 Foundation                                                            NLP Practitioner

MCSDBA (Microsoft certified database administrator)              HND Accounting

HNC Business & Finance                                                 Prince2 Practitioner                                         

MCSA (Microsoft certified solutions associate)