CXO INSIGHT
Why did you sign up to the government ’ s charter for telecoms companies providing services to Critical National Infrastructure ? launching various innovative products and propositions that make a significant difference for our customers , while also ensuring that our internal teams are well-equipped to deliver the best outcomes .
We signed up to the government ’ s charter to set in stone our commitment to putting safeguards in place as we support our most crucial sectors to move away from the ageing Public Switch Telephone Network ( PSTN ).
After dedicating 20 years to Vodafone , where my journey culminated as the Global VP Commercial and Digital Sales – Connectivity , Cloud and IoT , I transitioned to BT Business nearly two years ago to take on the role of Chief Operating Officer .
We know that the network is coming to the end of its life , is increasingly prone to faults and difficult to maintain . Ofcom ’ s data shows that the number of significant resilience incidents on the PSTN increased by 45 % last year , so it ’ s increasingly important that sectors like healthcare , water , energy and emergency services move away from the network .
At the same time we understand our role in making sure this transition takes place smoothly and safely to keep our most crucial services functioning . We were pleased to see the charter set out key safeguards which will make sure the telecoms industry works alongside Critical National Infrastructure companies to make the switch .
We are committed to supporting customers to make this essential upgrade and signing the charter was another way for us to cement that commitment .
Tell me more about your career path .
My career has been a journey of modernising and transforming the business landscape in the UK and global telco space , in both consumer and business roles . Throughout my career , I have always been driven by a passion for solving customer problems , delivering commercial and operational excellence and spearheading award-winning global Digital Transformations . This has involved
Away from BT , I am deeply committed to my role as a nonexecutive director of Guide Dogs for the Blind . This cause is particularly close to my heart , as I became involved after my mother was diagnosed with a degenerative eye condition . Witnessing the profound impact that guide dogs have on the lives of service users has been incredibly rewarding , and it is an honour to contribute to such a meaningful organisation . Balancing this role alongside my responsibilities at BT can be challenging , but it also provides valuable perspective on the importance of our work . Just as it takes years to train a guide dog , the efforts we put into BT today are all about creating a better tomorrow .
What ’ s the best advice you have ever been given ?
“ Change is difficult , but how you manage change will ultimately determine its impact .” This couldn ’ t be more relevant for me right now . At BT , we ’ re not just helping our customers transform their operations ; we ’ re also on our own thrilling modernisation journey . It ’ s all about getting everyone on board and excited about the process . For our teams , it ’ s about understanding how change and continuous learning will empower us to serve our customers even better . For our customers , it ’ s about seeing how these changes will lead to fantastic business outcomes in the future . The key to all of this ? Mastering the art of managing change and embracing opportunities to learn and grow . x
46 www . intelligentcxo . com