Flexmanager - Interim IT Director/CIO

Interim IT Director/CIO

Work Experience

Overview

· An IT Director/CIO, Programme Director and Project Manager who has worked at Board level in Blue Chip companies (and Public Sector) in the property, marine, leisure, serviced office, telecommunications and mining/diamond industries, consistently delivering projects and improved systems to time, quality and budget.
· Works with Boards and stakeholders to develop and implement business aligned IT/change strategies. Very experienced in defining, planning and implementing major programmes and projects (including project rescue and re-focusing under-performing IT departments)
· Has extensive experience of using the latest IT and telecommunications technologies for business advantage (particularly e-business Internet (Web) technologies)
· Skilled at project management, software package selection, supplier selection/management, contract negotiation and systems implementation.
Interim Manager/Executive

4/00 - 7/02 Hamptons International Interim Group IT Director
(Diverse Estate Agency business. IT service was not delivering to Company expectations. No strategic direction or leadership for the IT department or for systems implementation in general within the business)

· Reviewed, reorganised and resourced IT Department (including man management and mentoring) - delivered the service required by the business to 50+ offices
· Identified and resolved the major IT support problem areas - provided a greatly improved and consistent IT service
· Reviewed outsourced supplier performance – reduced costs, improved service and response
· Formulated an IT strategy following consultation with the business to take the Company forward in a more competitive market - gained Board approval
· Asked to go ‘permanent’ to initiate, resource and deliver the projects coming out of the IT Strategy, sitting on the Management Board
· Programme of projects included new Website, Intranet, Extranet (some using MS .net), Mortgage division CRM system (Pivotal - SQL), Call Centre set-up, Client Accounting, Property Management (APB - Oracle), HR/Payroll (Northgate), revised IT and telecommunications (VPN) infrastructure
· Reviewed and reorganised the branch infrastructure network (inc. disaster recovery/business continuity and Data Protection Act) - improved availability and speed, while reducing the costs

2/00 - 4/00 IT Consultancy to Serviced Offices start-up

· Defined and costed the total technology requirements of a new start-up business for venture capitalists

6/99 - 1/00 Equant NV Interim Y2K/BCP Programme Manager
(One of the largest data telecommunications network companies in the world. Y2K/BCP programme had stalled)

· Responsible for the management of the EUMA countries (Europe, Middle East, Africa) Y2K/BCP (Business Continuity Plan) - the programme had stalled and needed refocusing with the impending deadline.
· Recommended way forward – gained approval for approach. Developed and conducted 2-day workshops in Denmark and Italy for all Country Managers and their Y2K Co-ordinators to ensure full understanding of what was required and by when – continually monitored progress, brought programme back on schedule.
· Assisted with set-up of the Incident Control Centre for the Y2K date change (31 Dec to 7 Jan) and was Global Incident Manager over the period, responsible for 44 countries. It was a great success.
8/98 - 5/99 New Millennium Experience Company Interim IT Director
(Little consideration had been given to the IT systems requirements, infrastructure, IT resourcing and budgets that would allow The Dome (Public Sector) to operate efficiently and were needed by an immovable date)

· Principle member of the senior management team responsible for defining an IT strategy and then implementing. This encompassed identification, definition and prioritisation of business applications and IT infrastructure, building a budget (£11M), IT service delivery model and resourcing, in a rapid start-up operation with a fixed deadline - gained approval.
· Defined, budgeted and managed a development and infrastructure programme (NT & SQLServer) that included business systems to sell 12M tickets via diverse sales channels e.g. e-commerce via the Internet (B2C), Camelot terminals, Call Centre, Travel Trade. Finance systems (Sun) for accounts receivable and payable to cover the diverse revenue streams and also HR (Snowdrop/Centrefile) systems for the administration, payroll and recruitment of 2000+ staff into new premises.
· Selected outsource partners, negotiated IT sponsorship agreements (e.g. CA, Compaq) to supplement resources and ensure the introduction of best practice.
Permanent Positions

1992 - 1998 P&O Cruises IT Director
(reporting to MD with close liaison with Princess Cruises senior Management in LA)

· Developed an IT strategy with the business managers to support the revised needs, priorities and goals of an expanding and competitive business - gained Board approval.
· Recruited the key resources and progressed the project programme based on Oracle and UNIX solutions. This also included relocating the majority of staff into new premises.
· Implemented Project Management standards (PRINCE 2) for the whole Company. Set-up Company wide Project Office managed by IT – improved project control.
· Led the specification, design, development and implementation of a bespoke computerised reservations system (CRS) to meet the requirements of the expanding business and additional product portfolio. The CRS was interfaced to the ships systems, direct marketing databases and Sabre GDS. Result - increased productivity and improved yield.
· Led specification, design, development, multiple supplier selection and implementation of systems for UK’s first new cruise ship in 20 years (Oriana) to an immovable deadline and to budget (£1.2M). This included Infrastructure, Hospitality, Property Management, Food and Beverage Service, Retail, Stock and Technical Systems. Result - reduced costs and increased passenger revenue.
· Managed the growth of IT Department from 10 to 51 staff and a budget (1998) of over £10M.

1987 - 1992 P&O Cruises Computer Services Manager
(IT systems were ageing, outsourced, costly and not delivering. New management at P&O wanted all these areas addressed)

· Recruited an all new IT department. Created an organisation structure, budgets, platform strategy plus 5-year plan in consultation with senior management - gained Board approval.
· Brought IT systems in-house using all new systems, both bespoke developed and package - saved over £1M/year
· Sold the concept to the Board of a ‘cash-less society’ on ships supported by IT systems - increased revenue and reduced costs.

1980 -1987 CSO Valuations (De Beers Diamonds) Technical Support Manager
(Established and implemented infrastructure and operational standards for the expanding world-wide operation)

· Evaluated and managed the change of environment from mainframe to mid-range and PC computing in UK, Europe and Africa - reduced costs.
· Developed and introduced infrastructure and operational standards that were introduced to the International sites - improved service delivery, reduced costs.
· Managed the set-up of two all new IT environments in new buildings in Belgium. Recruited and trained local staff, worked with stakeholders, suppliers and then monitored performance on an on-going basis.

1972 - 1980 Diamond Trading Company Communications Manager &
(De Beers) various operational roles
· Responsible for technology set-up for a major London office relocation and new Swiss office operation. This included all hardware, software, communications, testing, training of local staff and liasing with local suppliers and senior management – lead to significant cost savings for the business.