Nikesh Shah

reporting to Financial Advisor / Deputy Clerk Clerk Board
Oversee all aspects of corporate services including finance and commercial, HR and business management,
legal, digital data and technology, portfolio management at North London Waste Authority. Act as senior
client and key shareholder for our wholly owned subsidiary, London Energy Ltd. Create circular economic
model to benefit residents of North London by minimising landfill usage.
• Facilitated delivery of North Londons Heat and Power Programme, impactful public initiative valued
at over £1.5B.
• Provided waste disposal and environmental services to 2.3M residents across all seven North
London Boroughs.
• Directed a team of approximately 400 individuals responsible for conversion of waste into energy.
• Established Corporate Service Directorate: achieving waste reduction, advanced facilities for North
London and addressing strategic goals.
• Strengthened corporate governance including resolving audits, successfully delivered three ambitious
10% uplifted year-on-year group annual budgets to the satisfaction of 14 North London Borough Cabinet
Members and initiated inaugural LGA peer review for enhanced transparency and reputation.
• Led ground-breaking operational data & systems transformation Programme across seven North
London boroughs, transforming operations.
• Drove efficiency programs by saving £170M in Capital Improvement Programme and £50M in rescaled
supply chain contracts.
• Oversaw transition of £250M EcoPark South facility to business as usual by establishing waste
management facility with new public recycling and education centre open to the public, community
groups and schools.
• Spearheaded 10-year group Strategic Financial Plan that included increasing the annual
contingency to £50M by 2027, resetting London Energys multi-million-pound insurance strategy
(including protected captive cell arrangements) and established newly formed Electricity Hedging
Strategy collectively saving £20m per annum.
• Secured £500M in financing at half the prevailing interest rates by establishing a comprehensive
borrowing strategy.
• Fronted, published and delivered the organisations first of a kind 10 year digital, data and
technology strategy.
Offered strategic leadership during the merger of the organisation into the local authority at the end of
2023. Led strategic planning initiatives and contributed to development of long-term business goals and
objectives for organisation. Engaged in rigorous risk assessment and management by identifying potential
risks and implementing effective risk mitigation strategies.
• Delivered assurance across Business Transformation, Finance, Asset Management, and Customer
Experience to ensure a successful future for the organisation and residents of 21, 000 homes.
• Appointed by Mayor of Tower Hamlets to provide strategic oversight to Chief Officers, elected
members, and councillors.

National
Finance Director
Employed adapted leadership style to represent organisation at national level while ensuring large programs
planned and allocated public funds to achieve transformative outcomes. Negotiated win-win scenarios for
policy, finance, frontline services, ministers, MPs, and the public in order to garner support and alignment
with organisational objectives.
• Directed multi-disciplinary team of 25, co-located in London and Leeds with accountability for
ensuring value for money and strategic alignment across diverse programs.
• Oversaw broad spectrum of programs, including Mental Health (encompassing Children and Young
People, Learning Disabilities and Autism), Digital, Cancer, Diabetes, Health and Justice, Medicines
Value, Long-Covid, Health Inequalities, and NHS @ Home, with a cumulative budget of
approximately £25B annually.
• Successfully descoped £200M in recurrent annual policy spend by establishing a clear baseline for
future planning.
• Provided assurance and developed national digital standards/policy, including initiatives such as
Who Pays for What and What Good Looks Like, leading to establishment of the Unified Tech
Fund in 2021 with a budget of approximately £1B while enabling enhanced and aligned digital
delivery.
• Successfully repurposed and/or took back £0.5B of 21/22 underspends through business
partnering, challenging stakeholders locally, nationally, and externally (DHSC and HMT) to ensure
strategic alignment.
• Upscaled virtual wards program through modelling and effective upward
management/negotiation, securing publicly announced agreement on multi-year funding of up to
£0.5B.
• Initiated, established, and deployed £600M recurrent capacity funding for the NHS in 22/23,
encompassing initiatives such as virtual wards, 111 response, international nursing recruitment, and
more.
• Provided support for Covid Omicron response by rapidly establishing and agreeing on a financial
approach, then deploying multi-million-pound resources across priority areas, including Severe
Mental Illness (SMI) checks, deploying oximeters to over 65s, and scaling up virtual wards to free up
hospital bed capacity.
• Authorised, reviewed, provided, and presented various communications internally and externally,
including Freedom of Information requests, Parliamentary Hub Requests, Secretary of State speech
input (Reform, Digital), Lords Amendments etc.

Established, coordinated and delivered TfLs Restart & Recover Portfolio while ensuring safe and sustainable
transition during the Covid-19 pandemic and Brexit planning phase. Collaborated and communicated with key
stakeholders such as the Department for Transport, Department for Education, GLA, NHS/PHE, London Resilience
Boards (chaired by the London Mayor), and Central Government (including No.10). Managed and identified
opportunities to consolidate services across various areas, such as Estates Management, Financial Services, HR,
Housing, Technology, and Procurement on behalf of the GLA and GLA Family organisations (e.g., London Fire
Brigade, Met Police).
• Led three large, complex portfolios by overseeing a multi-disciplinary team of approximately 20 and
a matrix team of 200+.
• Reduced back and middle office costs by 30% in TfL through effective leadership of a pan
organisational transformation initiative encompassing approximately 30, 000 employees

reporting to Head of PMO
Initiated and managed an analytical insight work stream to improve decision-making in the directorate.
Headed a team of analysts, process improvement specialists, and change specialists.
• Led a team of approximately ten individuals in the implementation process and implemented best
practice performance management in a Commercial Development Directorate of over 200
employees
• Enabled the directorate to achieve its £4B income target within the next decade, including the
construction of 10K new homes, with 50% affordable as part of the Mayors New Plan.