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Executive Manager / Programme Director

Executive Manager  / Programme Director

Work Experience

Tom is a professional manager, accustomed to assuming executive responsibility for delivering change through line management and through major programmes and projects. Tom has delivered successful change management assignments in a variety of environments including; Retail Banking, Pharmaceuticals, Utilities, Investment Banking, Financial Services and Public sectors. Equally comfortable managing global and local organisations, Tom has extensive practical experience of directing and managing a wide range of change including technology infrastructure, organisational mergers, multi-cultural initiatives, business process change, outsourcing and performance improvement.

Tom’s practical expertise is underpinned by exceptional professional expertise. Tom led development of the national standard for Programme Management (Managing Successful Programmes - ISBN), is a leading authority on Programme and Project Management, a certified Programme Manager (MSP) and Project Manager (ISEB/PRINCE), and a frequent expert speaker at national and international events.

With a strong emphasis on practical improvement, Tom has a wealth of experience of delivering change, cost reduction and performance improvement in Departments, Programmes and Projects.
Personal characteristics include:
· Confident, secure; comfortable with self and others
· Driven to succeed
· Likes to lead - wants to be in a position of influence, responsibility
· Highly effective at developing productive relationships with stakeholders.
· Fierce focus on maximising individual and group performance
· Delivery/value focus as recognised by relevant stakeholders and the organisation
· Communicates and engages effectively at all levels of the organisation.
· Competitive-wants to be a winner, the best
· Initiative and self directing
· Fun, spontaneous, energetic
· Patient and supportive of others
· Likes teams and teamwork
· Flexible and open-minded; creative and inquisitive
· Good listener-seeks out others' input and feedback
· Natural salesperson: persuasive, ambitious, hard-working and likes to help others
· Able to derive pleasure from challenging tasks and from socialising
· Works well independently or on a team
· Won't miss many details; very conscientious; does due diligence.
· Sees the big picture as well as the steps and the management required to achieve it.
· Enjoys fire fighting but prefers disciplined delivery.
· Comfortable managing all sizes of organisation.

Tom is fully experienced and competent in business change management, IT change management, people management, process improvement, methods and techniques, and the technologies of desktop, network and mainframe. Tom maintains a personal development plan that ensures he keeps a comprehensive, current and practical understanding of the techniques, practices and methods required to achieve sustainable high value results.
Tom keeps fit playing squash, skiing and swimming. He has unusual energy, stamina and tenacity and is accustomed to achieving significant objectives for the organisations he works with.


Qualifications: ISEB Certificated Project Manager (PRINCE).
Certificated Programme Manager (MSP).
Certificated Programme Management Trainer (MSP).


Professional: Former member of the national board for Programme Management certification.
Led development and provided the intellectual development of Managing Successful Programmes (MSP).
Reviewer / contributor to the development of PRINCE2 (ISBN 0-11-330855-8).
Former visiting lecturer in Programme Management to the Civil Service College.
Former Professional Development Sec of the APM/BCS Programme Management Specialist Group.
Former Committee Member of the BCS Project Management Specialist Group.


Publications: Managing Successful Programmes (ISBN 0-11-330016-6).
Standard training template material for use by accredited MSP training organisations.
Numerous national and international lectures and speaker events.


Bank of Scotland / Business Banking
Executive Development Mentor / Coach
Development and support to the newly appointed executive head of IS/IT Services and Projects. A combination of directive and non-directive competence development and performance improvement including:
· Leadership and direction.
· Management processes, reporting and controls.
· Development of Organisation and Roles.
· Objectives setting and appraisal.
· Budgeting and financial management for the project portfolio, service delivery and operation of the department.
Royal Bank of Scotland Group Plc
Head of Project Management – IT Services
Managed of the ITS Projects Department, comprising circa 300 programme and project managers, to deliver business and technology projects and the Integration of the technology infrastructure and organisations of the Nat’ West’ and RBOS organisations, together with delivery of a full programme of competitive advantage projects for all business units.
Full financial, hire & fire, reward, line management, capacity and performance responsibility for all staff and projects.
Financial control responsibility for a further 200+ technical staff.
Managed a portfolio of circa 300 concurrent projects and programmes.
Integration, including data-centre moves & consolidation, achieved ahead of schedule, reducing running costs by more than £350m per annum.
Department transformed from reactive fire fighting to disciplined delivery.
Introduced: integrated project management method; effective demand forecasting; effective resource management; effective multi-level reporting; performance based appraisal & reward; improved financial controls and process; Integrated and harmonised project organisations, processes and cultures.
Camelot Group Plc
Programme Manager
Established Group-wide programmes for Compliance and Document & Image Management. Handed each to a permanent member of staff with continued oversight and direction.
Recovered a time-critical key revenue generation project with and strategic significance – delivered on time within cost and with above target revenue.
Developed and implemented improved change management and reporting.
Bank of Scotland / Business Banking
Consultant Advisor to Business Change Programme
Guided the Programme Manager in the set-up and mobilisation of a fundamental business transformation programme.
Developed business facing programme strategy to increase business performance by better leveraging customer data and organisational resources through consolidation of 26 operating companies into one and rebalancing the proportions of roles and functions in the new structure.
Devised strategy to gain early consolidation of businesses to improve performance, without IT support.
Established benefits based planning and scoped implementation projects.
Russian Federation
Programme Director
Managed a programme, providing the Russian federation with a framework of law, organisation, processes and technology for UK-style registration of Companies and other legal entities. Programme span included:
· Working with senior officials of the UK and Russian governments to ensure effective transfer of UK business concepts.
· Managing the technology selection, development testing and implementation in the UK and Moscow, with implementation teams in 7 Federation states. Technologies included web-applications, Data-Warehousing, Document Image Management and Workflow.
· Development of business and technical strategies to ensure buy-in across the 97 states of the Russian Federation.
Calyx Consulting (for UK Government)
Programme Director
Managed the Programme to develop and publish effective national guidance for Programme Management fur public and private sectors. Key outputs included:
· Managing Successful Programmes (UK standard method for programme management).
· Updated PRINCE2 project management method to harmonise and operate effectively in a programme context.
· National Programme Management examination syllabus and training material.
· Manuscript – Technically Authored Proof – Published Guide (ISBN 0-11-330016-6).
SBC Warburg
Global ERP/Finance Implementation Manager
Managed the Global Implementation Programme, implementing SAP as a common framework for finance and accounting across the globe.
Introduced improved project management techniques and guided the establishment of a fully operational programme office.
Managed international stakeholder interests and activities with strong emphasis on delivery.
SEEBOARD plc
Interim Head of IT & Project Management (Domestic Gas Business)
Established a full functioning IS/IT department, procuring equipment, systems and services.
Part of the Executive Management team establishing SEEBOARD’s domestic Gas business.
Responsible for all programmes and projects, service delivery (desktop, network and mainframe) and for all budgeting and financial management for the project portfolio, service delivery and operation of the department.
Established all change management and technology processes, reporting and controls.
Led supplier negotiations and commercial discussions for all key procurements.
Developed organisation, roles, objectives setting and appraisal processes.
Projects Director (Energy Trading & Billing)
Managed the recovery of distressed business-critical projects for SEEBOARD’s electricity Supply and Distribution businesses, directing in-house and supplier project managers.
Projects Manager & Programme Management Advisor
Assisted in the definition of SEEBOARD’s deregulation programme including:
· Break-up of the business into operating companies.
· Programme Management Organisation and Control.
· Key Projects Start-Up and allocation to Project Managers
Royal Air Force
Service, Programme and Contract Management
Provided commercial and contractual advice and guidance to support the RAF in the management of a global logistics programme.
Established the contractual and management framework for ITIL compliant Services and Support for worldwide introduction and operation of an integrated logistics management system.
Pfizer UK Limited
International Programme Manager
Managed a programme of concurrent 11 projects operating in the UK and two sites in the USA, including:
· Business Process Re-Engineering, technical infrastructure upgrades, key applications systems upgrades, new bespoke applications developments and reverse engineering.
· Provided coaching and training in PRINCE project management method.
· Significantly reduced the FDA post-clinical trials approval time through implementation of improved systems, processes and procedures.
Export Credits and Guarantee Department
Programme Manager – Outsourcing / Facilities Management
Managed the entire lifecycle of a comprehensive outsourcing and facilities management project, including:
· Contributed to the development of a comprehensive IS strategy for ECGD.
· Managed development of a comprehensive IT strategy including desktop, network and mainframe technologies, operations and applications development.
· Introduced and effectively used PRINCE project management method.
· Managed development and executed of EC compliant FM procurement strategy.
· Managed development of and negotiated of FM and IS/IT services contracts valued at more than £15m.
· Managed the TUPE transfer of staff, asset transfer and service transition.
· Managed development of ITIL compliant service level management.
· Projects included:
· IS Strategy Development
· IT Strategy Development
· Procurement Strategy Development & implementation
· Parallel EC compliant competitive procurements of full IT Services outsource and IS/IT Consultancy support.
· Asset register construction.
· Service level Baselining.
· Organisation & culture change.
MoD
Service, Programme and Contract Management
Provided commercial and contractual advice and guidance to support the MoD in the management of a programme to introduce national muti-level-secure office communications.
Advised on the commercial and contractual framework and the creation of ITIL compliant Service Level Agreements for both users and third-party support.
British Waterways Board
Head of Operations & Project Management
Recovery-managed the migration of all operational systems from aging and varied technology to a new multiple-AS400 environment.
Successfully migrated all business operations to the new environment without service disruption.
Implemented improved project/programme reporting and board level briefing.
Managed a staff of 22, comprising 10 locally based personnel and 12 operations controllers based at remote sites, to achieve introduction of seven networked IBM AS400 computer centres.
Managed interfaces with IBM, third party agents, software suppliers and installation contractors.
Introduced service level management, problem and change management, media management, configuration management, capacity planning.
Implemented Payroll, Personnel, Financial Accounting, and Premises Management systems.
Met business critical deadlines avoiding costs of supporting old and new technologies and systems.
The Post Office
National Programme Manager
Remedial Programme Management of the National Television Licensing Programme (one of the worlds largest IBM DB2 mainframe developments).
Recovered the programme from significantly over budget and over time and delivered to successful and timely completion. Responsibilities included all programme delivery including full hire & fire and financial management.
· Established an effective organisation structure, programme and project level processes, standards, controls and reporting.
· Managed 50+ permanent and contract staff and the project teams of 3 software houses.
· Managed the relationships with all stakeholders.
· Managed assessment of the project’s health and development and execution of an effective recovery plan;, followed by allocation of work packages, commercial agreement, delivery schedules, and management of subcontractor performance to agreed targets.
· Led all commercial negotiations and the letting and management of supply contracts.
· Introduced quality management, reverse engineering, and configuration management;
· Managed the full cycle of applications development and implementation.
Pearl Group of Companies
Programme Director – Finance & Operations
Directed multiple projects to introduce integrated financial accounting and administration to the Pearl Group. The programme included:
· Procurement and introduction of proprietary package software with bespoke development to enhance the package and the implementation throughout the Group's central offices and 14 remote locations.
· Operational process reengineering.
· Operational organisation and location change.
Managed the introduction of structured change management including design and implementation of organisation, roles, processes and templates for business-level change management and for subordinate technology projects.
Thorne EMI Plc
Interim Executive Manager & Programme Director
Managed the materials and production units of Thorne’s principal television assembly plant.
Introduced improved materials control processes, reducing materials costs by 20% and releasing warehouse space to enable the establishment of a special projects R&D unit.
Directed the replacement of materials management and manufacturing support systems & process improvement (using IBM COPICS and BARPICS, together with review and reengineering of processes and procedures).
Reduced operating costs while improving management information and executive decision support.
Established resource planning and workload balancing to improve utilisation of workforce and facilities.
Improved processes and information flows to reduce planning and production lead-times.
Norwich Union
Project Manager – Fire, Life & Motor
Management a variety of projects including:
· Improved risk assessment.
· Improved premium calculation.
· Improved reporting.
Department of Health (Statistics Directorate)
Manager – Project Office & Performance Management
Management of the introduction of Performance Improvement Programme and improved project and programme management practices. Achievements included:
· Managed development of an integrated applications development and project management method, harmonising PRINCE and SSADM and including paths for RAD.
· Managed development of Data-Warehousing and statistical reporting solutions.
· Improved project finance and resource accounting.
· Led development of improved project and department reporting processes and templates for capture and presentation of information.
· Introduced the Butler-Cox Performance Enhancement Programme (PEP).
National Westminster Bank Plc
Project Manager – Performance Management
Managed the introduction of Performance Related Reward in the IT management team.
Project Manager – Project Accounting
Managed the introduction of project based accounting for the IT function.
Implemented dual ledger (Project and Cost Centre) accounting.
Project Manager – Project Metrics
Managed the introduction of service/metrics accounting for the IT function.
Informatics Inc
Technical Services Manager & Programme Manager
Established and managed the technical function for the European finance and accounting software business.
· Implemented technology coordination with US development centre and established multi-system configuration management for more than 100 sets of mainframe Cobol/Assembler applications software installed across more than 40 customer sites.
· Reduced overtime and sub-contractor costs
· Improved customer satisfaction through reduced response time to customer requests for enhancements and problems
· Introduced improved project and applications development methods.
· Business and technical management of implementation projects for Financial Ledger and Financial Data-Warehousing systems.
· Directed all technical installation projects.
Companies House (Department of Trade and Industry)
Consultant - Bid Preparation
Managed of the preparation of commercially costed and argued 'market test' bid.
Led the preparation of a formal response to ITT.
Led construction and costing of the bid to provide workflow-based data management services and computer systems.
Produced scalable options and proposals for further services and systems.
Successfully won the competitive tender.
Department of Environment
Project Manager - Procurement Management System
Project Management of the BUMPS project for the procurement of a full life cycle procurement management system, compliant with TAP, PURSUIT and Government Accounting. Responsibilities included:
· Managed the full cycle of competitive procurement;
· Developed contractual terms and conditions;
· Specified the evaluation criteria and procedures, and managed the evaluation process.
· Managed negotiation of the commercial and contractual terms to best and final offer;
· Managed development of User and Operational Requirements.
Sapphire ASC Limited / CCTA
Project Manager
Management of: multiple projects delivering solutions to the CCTA; all stages of the project to implement integrated finance and accounting systems, including Vote (simultaneous cash and accruals), PES, Budget and T&S accounting, for the CCTA project implementation; contracts and commercial negotiation; and implementation of PRINCE project management.



Education

MSP certified Programme Manager
MSP Programe Management Certified Trainer
ISEB Certified Project manager

Skills

Multi-project management.
Organisational & people performance improvement.

Languages

English
French (moderate)
Russian (minimal)

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