How I designed, delivered and led an ambitious tech transformation programme

Sometimes, the post-nominals tell their own story. In the case of Matthew Gratton CMgr FCMI MBA MSc CITP MBCS ACP, that is certainly true. Even if you don’t know what they all mean, his post-nominals tell you that this is a life of learning and development. 

For the past three years, Matthew has been Head of Digital and Technology Transformation at Southwark Council in London. While only 160 miles from leafy Staffordshire, where he worked for other local authorities for 20 years, Southwark represents a huge leap in terms of size, scope and responsibilities. He made the step up, he says, thanks in large part to the confidence he gained through studying for an MBA and attaining a Level 7 CMI Diploma in Strategic Management and Leadership Practice.

“The MBA gave me the confidence to look further afield,” he says. “I saw an opportunity in Southwark and thought: I have all the digital transformation skills and competencies they need, so why not apply them in London? Let’s go for it!”

A place of growth

“While I had generally moved up to a new role every three years or so in Staffordshire, moving to a job in the heart of London was a complete step change,” says Matthew.

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“Southwark Council is home to over 320,000 residents, 18,000 businesses and, with 39,000 homes, it is one of the largest local authority landlords in the country. It’s also a place of growth and development, and what really excited me was the opportunity to design, deliver and lead on a large and ambitious technology transformation programme.”

That programme has involved the migration of all council services to Microsoft Azure, modernising infrastructure and enhancing security. Matthew has introduced AI tools, such as Copilot, streamlining processes and making services smarter. The programme has also involved cybersecurity leadership and overseeing the replacement of 5,000 endpoint devices.

Matthew already had IT and technical skills, but the MBA and CMI qualification gave him management credentials and taught him more about leadership. 

“Being a leader, more than anything sometimes, is about ignoring your own inner demons and having a go,” he says. “That’s what growing in confidence is. Personal development opportunities are key, and I am fortunate these are embedded as a key part of Southwark Council’s organisational culture. Initially, when I was first here in London, I was looking around for reassurance, but I soon realised I have the skills and the knowledge, I have the support I need and I am making a difference.”