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Business Transformation Professional

Business Transformation Professional

Work Experience

INTERIM AND CONSULTING ROLES Current
• Advisor to an MEA government on a classified public safety transformation programme, covering technology, process, and people elements.
• Definition of channel strategy for a retail SME followed by the design and implementation of a web portal and sell-side e-Commerce system.
• Definition of growth strategy for the outsourcing arm of a tier-1 SI, including organisation design and business model optimisation.

TATA CONSULTANCY SERVICES
Director of Technology Consulting, EMEA. 2006 - 2008
Responsibilities:
• Responsible for shaping and leading large business transformation and ‘IT transformation’ engagements across EMEA. Interfacing with clients at C- and main board level to build relationships and ensure that their business needs are met. Ensuring that all the pieces are in place onshore and offshore to deliver successfully.
• Management of a cross-industry sales organisation with consulting revenues in excess of $75m p.a. and delivery revenues approximately five times as large, including budgeting, finance, strategy, and P+L responsibility. Ownership’ and management of implementation and delivery with responsibility for customer satisfaction.
• Management and leadership of six major and several smaller cross-industry and multinational teams spanning the full transformation lifecycle.
• Part of the EMEA and global consulting leadership teams.
• Management of key client, alliance and partner/supplier relationships.
Achievements:
• Managed the delivery 100+ large IT projects/programmes, coordinating implementation, delivery work, and resources across multiple countries and BU’s.
• Increased customer sat from ~60% to ~94% over 18 months and maintained this higher level.
• Developed a highly successful ‘IT optimisation’ business proposition and took this to market. It has since been adopted globally.
• Became trusted advisor and ‘wise counsel’ to C- and main board level execs in multiple clients.
• ‘Expert speaker’ for analyst briefings, conferences, and customer executive briefings.

Sample Engagements
• Led a programme to apply continuous improvement and optimisation techniques to move a tier-1 global bank from a functional silo-based organisation to a global outsourced shared service model. This created a significant cost saving (~20%) whilst increasing business flexibility and reducing duplication. Focussed on retail and corporate banking. TCV ~$15m over 2 years.
• Led a transformation programme for a major Swiss private bank, allowing them to significantly reduce operational costs, shorten product time-to-market, and make / integrate a number of acquisitions. The engagement covered technology, business processes, best practices, benchmarking, and strategy. Built trusted relationships with the bank’s Chairman, CEO and CIO. TCV ~$40m over 3 years.
• Large NGO. Led a programme to define and implement the strategy, business operations and technology infrastructure for a micro-finance initiative spanning 53 countries. Managed internal and (multiple) third party vendors to provide the necessary solutions/capabilities. TCV >$500m over 5 years.
• Major European brewing and beverage manufacturer. Managed a transformation programme designed to reduce costs, redefine business processes and implement best practices. Rationalisation of non-core processes and systems, coupled with outsourcing of these to third parties.

INTERIM AND CONTRACT CONSULTING ROLES (2003 - 2006)
Atos Origin - Contract programme delivery role.
Hired to ‘fix’ problems at a troubled large delivery programme in the public sector, reporting to the Head of PS.
Achievements
• Successfully resolved major issues in a problematical and very complex large public sector delivery programme in a hyper-political environment.

This was achieved by negotiating solutions and agreements with the various stakeholders, and by sorting out various contractual and technology issues. Atos were subsequently paid withheld amounts for work previously done and the system went live on time, avoiding large penalty payments.

Also advised on other key programme issues – governance, quality management, decision making, programme management, etc.

DIA – COO
DIA was a small startup company based in Chicago, IL., providing services to the US auto industry
Achievements:
• Took ownership of communication, expectation, and operational problems which were threatening the success of the whole company and resolved these. Eliminated a major inherited HR liability, thereby removing the risk of legal problems.
• Instituted a best practice regime for development, testing, and deployment of products leading to the elimination of the main cause of customer dissatisfaction.
• Restructured the internal operations of the company and positioned it for its subsequent sale to a US auto major.

BlueSpace Group – CTO and CIO
A software company operating in the secure messaging and business communication space. Originally a UK startup, the company is now based out of Austin, TX.
Achievements
• Designed and managed the implementation of a successful software product set from scratch.
• Established and managed the company’s engineering/development and professional services organizations.
• Established the company’s North American presence (it is now US based)
• Part of the management team which successfully launched the company via the private equity route.

ARTHUR ANDERSEN (2000 – 2003)
Partner
Responsibilities:
• Led all complex technology dependent and SI programmes across EMEA. Responsible for ensuring successful delivery, for customer satisfaction, and for ensuring the sound commercial conduct of engagements – e.g. margin, revenue and commitments. Responsible for ‘remediating’ any large projects/programmes that were in trouble.
• QA Partner with EMEA responsibility for bid reviews and the commercial risk assessment of bids and engagements.
• Management of tier-1 client, vendor, and alliance relationships across EMEA. Client relationships predominantly at C- level and above.
• Negotiation and management of contracts (part of a team for large contracts) and SLA’s.
• Responsible for technical career paths and \'advanced technology school\' training programme.
• Member of the European Leadership Team and the global Advanced Technology Leadership Team. Part of the practice director team with global responsibility for technology risk assessment and management. Part of the M+A team, responsible for due diligence and other activities. Post-Andersen, part of the team which transitioned Andersen staff and organisations in Benelux to other employers.
Achievements:
• Successfully delivered ~20 large projects/programmes before Andersen imploded.
• Post-Enron, took ownership of a $100m engagement portfolio and managed the delivery of these to a successful conclusion under very challenging commercial and political conditions. Resolved litigious situations at two clients, creating mutually acceptable solutions without the need for legal action.
• Created and ran the technology risk assessment framework used globally by the company and its clients.
• Implemented and ran the ‘Advanced Technology Training School’ across EMEA.

PRICE WATERHOUSE / PWC (1997 – 2000)
Director
I was the senior technical IT member of the European Systems Solution Centre, the EMEA based arm of the global PwC technology expert group.
Responsibilities
• Oversight of large or complex SI projects/programmes across EMEA.
• Subject matter expert for technology and ‘IT enabled business transformation’.
• European editor for the annual PwC Technology Forecast and e-Business Forecast publications
Achievements:
• Designed and implemented multiple technically complex business-critical real-time systems for major financial services and telecoms companies.
• ‘Remediated’ a number of engagements / programmes which were in difficulties for one or other reason.

LOGICA PLC
Head of Data Warehousing, 1996-1997
Responsibilities:
• Creation (from scratch) of the data warehousing group, recruiting people, creating deliverables and methodologies, etc. The sales target was to sign one major client contract in year 1 to initialise the group and provide a reference.
• P+L for the data warehousing group, with emphasis on revenue targets, margin, and cost containment.
Achievements:
• Won three major contracts in the first nine months and exceeded year 1 revenue target by ~300% in this same period. Led the delivery two of these contracts (the third ran on beyond my departure).
• Hired key personnel to staff the group, created deliverables, methodologies, and replicable processes.

IBM (1984 – 1996)
Chief Architect, Global Public Safety and Justice Group, 1995-1996
• Managed multiple projects to implement secure systems for government departments in the UK and US.
Lead Researcher, UKSC, 1988-1995
• Managed the development and release of three IBM products – two software, one hardware.
• Awarded three patents.
• Organised technical conferences and International Customer Executive meetings.
Lead Systems Engineer, Mining Competence Centre 1984-1988
• Responsible for designing and delivering complex business solutions into the mining sector across southern Africa.

ANGLO-TRANSVAAL CONSOLIDATED INVESTMENT COMPANY (1980 – 1983)
Anglovaal is a major gold and base metals mining company.
Various Mine Management positions
• Various production management positions, with full responsibility for safety and operations as well as management of teams.


Education

• University of Leeds, W. Yorkshire, England
Mining Engineering B.Sc Hons. degree, 1980. Qualified as a Mine Manager in South Africa.

• Leeds Metropolitan University, W. Yorkshire, England
Visiting Professor, 1992 - 1997

• Job-related training
Multiple formal courses in technical, managerial, and other job related subjects.


Skills

• Business Transformation – management of multiple change programmes to transform tier-1 businesses, covering:
- Business aspects – e.g. business process, business strategy, business models, business architecture.
- People aspects – organisation design, HR, re-skilling, training and career planning.
- Technology/IT – e.g. architecture, governance, IT strategy, IT operations.
- Financial imperatives – cost reduction, RTB – CTB transformation, etc.

• Delivery – management of large delivery/programme portfolios, spanning ‘customers’ and geographies. Management of large/complex projects and programmes. Delivery assurance. Risk management and mitigation. Programme ‘remediation’ – fixing things that are in difficulties. Management of large/complex transformational change programmes and projects. Management of contracts and pricing, vendors, alliance partners, offshore suppliers, etc.
• Leadership – Strategic management of businesses and business units – I have been part of national, EMEA and global leadership teams for >15 years. Operational management of teams and business units, including full budgetary/P+L responsibility, line management, operations, etc. Creation and execution of business plans. Resource planning and forecasting.
• Strategy – establishing the strategic vision for an organization. Strategic planning for and around technology and its impact on business operations. Leading the execution of business and technology strategy.
• Governance – aligning IT with the business and running IT optimally. Cost containment, cost reduction, and performance improvement. Risk assurance / risk management.
• People – building top-flight teams. Mentoring and counselling. Career planning and development. L+D. Knowledge Management. Identifying and coaching ‘star performers’. Led HR and recruiting teams.
• Relationships – ~25 years of relationship management experience. Stakeholder management. Building executive-level relationships. I often become a trusted advisor and ‘wise counsel’ for C- and main board level executives.
• Technology – full lifecycle experience for information technology. Selection and design of systems and solutions. Development, testing, deployment and operation of large scale business-critical systems. Application and infrastructure rationalization and consolidation. I have specialised knowledge of enterprise and technical architectures, MIS/BI, and master data management (MDM).
• Thought leadership – conference speaker and author of articles on technology in industry and scientific peer-reviewed journals. Managing R+D and innovation. Management of IPR. Creation of marketing material and participation in marketing events – customer briefings, exec briefings, analyst briefings, roadshows, conferences and exhibitions.


Languages

English (fluent)
French / Zulu (fair)
Dutch / German (basic)


Other

• Author / co-author of a number of articles in peer-reviewed scientific journals and industry publications (if you Google me, you’ll find at least some of the more recent ones).
• European editor for the prestigious annual PwC Technology Forecast and e-Business Forecast publications.
• Member of the Institute of Directors and the Institute of Leadership.
• President of a UK national charity, 2002 - 2008.


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