Professional Services Portfolio Group

The primary purpose of the Professional Services IT Portfolio Group is to provide strategic and operational oversight for all IT-related aspects of the University's administrative functions and enterprise-level systems. This includes, but is not limited to: • Strategy Development: Contributing to and supporting the development of IT strategies for professional services across all areas of the University, ensuring alignment with institutional operational efficiency goals, compliance requirements, and digital transformation initiatives. • System Optimisation: Overseeing the strategic planning, implementation, and optimisation of major enterprise systems (e.g., Finance, HR, CRM, Estates, ACE, Health & Safety, Subsidiaries, GaSP. • Reporting and Data Strategy, Platforms and Services. Responsible for the development and alignment to university strategy and user needs of the university reporting platforms, standards & best practice; data warehouses, and data strategy. • Business Process Improvement: Identifying opportunities for IT to enable and support the re-engineering and improvement of administrative business processes across professional services, including the drive for efficiencies, automation, digitisation and self-service. Responsible for the improvement and alignment of the Digital Efficiency service. 

• Risk Management: Oversee critical IT risks in the portfolio area and review annually as a standing item on the agenda. Recommend to Strategic IT Committee any risks that should be considered as a Strategic IT Risk. This includes risks associated with technical debt, service fragmentation/duplication, and the risk of “doing nothing” in areas where processes and systems are inefficient.  

• Human Centred: Ensuring enterprise systems adhere to human-centred design principles; are accessible, user-friendly, efficient, and meet operational requirements; and service improvements are based on evidence of user need and useability/accessibility evaluation. • Digital Estate: Oversight of the major Digital Estates platforms and services assigned to this Portfolio Group, listed in the heatmap in Appendix 2. Including ensuring the portfolio supports a coherent “front door”/service catalogue approach for professional services digital services and systems.

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Last updated 11 July 2026, 8:03 AM