Dave Perry Email & Phone Number

Collingbourne Ducis, England, Gb

London, England, United Kingdom

As part of the application professional senior leadership team, I looked after the application support function for the UK and 5 software delivery teams for a significant government client. I addition I also developed the devops product proposition and lead the devops profession. In the first part of my tenure I developed the cloud capability and managed the relationship with AWS and Microsoft leading to partner accreditations.

London, United Kingdom

I was responsible for the IT systems that run Her Majesties Court and Tribunal Service (part of the Ministry of Justice). It included the operational support, information security, enterprise architecture and application support of existing systems and systems handed over from the reform programme (which is a £1.2Bn business and IT transformation).

Managing a team of 700+ IT professionals. This fully insourced IT function developed and maintained all the services that reach virtually every household and person (over the age 16) in the UK for vehicles and driving licenses. Taking ~£6Bn in revenue for the treasury, the DVLA is one of the largest most digital Agency in the central government.Key achievements during my tenure:• Re-organisation of the team from a function that managed an outsourcer to one that planed, built and rans its own IT, reshaping and recruiting additional technical skills. With a squad based development team of around 100 delivering both agile at scale and traditional legacy change.• Building a sustainable talent pipeline development process and modern agile cloud native technologies based on user centered design in line with the GDS service standards. (This was around £45m pa of the £75m pa savings). Inlcuding driving the cross government DDaT salary uplift pilot which has helped shape all digital salaries for HMG.• Creation of an IT strategy that had been formally published on Gov.uk• Implemented a multi-cloud strategy with Kubernetes and Docker containers, resulting in massive productivity gains for code delivery. Weeks instead of months• Scaled up the agile/scrum development teams to nearly 100 developers based on a “2 pizza team” squad model, improving story point delivery rates.• Creation of an Internal ITS sub-brand as part of building team identity to drive a one team ethos from the resulting Tupe process from 3 supplliers.• Input into the DVLA 3 year business strategy.• Implemented an IT risk model that took the discussion at board from a monthly update to a bi-annual foortnote.• ~£100m of cost savings, £60m pa for 2017/18 vs 2015/16 whilst sustainably improving the levels of service to 99.9% availability across the key 58 services.

KPMG Programme DirectorAfter supporting the creation of Coredis proposal for the KPMG Technical Solution outsource data centre migration planning, the bid was successfully won. Working with the senior teams and KPMG partners, we planned out the migration of the customer facing solutions from the outsourced data centre to the internal IT. Negotiating between internal parts of the organization and business leaders, challenging architectures, target operating models and service levels along the way. This enabled KPMG to access the viability of undertaking this work, and helped them come to an alternative approach. Metropolitan Police Service Jan14 - Jul 14 Interim Head of Infrastructure ServicesLooking after the MET Police infrastructure. Managing teams and suppliers delivering the infrastructure for all of the MET police services. Budget approximately £100m revenue with capital projects around £25m+, 50,000 users over 500 locations. Undergoing a major transformation and retendering of their prime outsourcing contract this role was leading the teams through a significant period of change whilst ensuring the day to day of this emergency service continued to operate. Produban (Santander IT) Oct13-Jan14 IT ConsultantThis contract role was to baseline the current service and support the transition of the teams from Global Markets (including trading floor) to the UK Retail End User Technology team.

Sitting on the UK Trading exec, I was responsible for the day to day running of the UK IT service. Looking after the on and off line business of 320 shops and a growing ecommerce, digital code distribution and an app based reward business.The team drove the improved performance of the online systems to cater for peak trading as well as a number of functional releases, supporting the new store opening programme, digital signage roll out and a compliance programme to name but a few.With an internal team augmented by a number of outsourced support partners, and a budget of ~£10-£15m, the function supported an £800m business that commands ~1/3 of the total UK gaming market.

Weymouth

Leading a team of around 70 split into a number of functional areas, but covering service delivery, technical services, service desk, application support, information security, change and risk. This role also covered the day to day management of outsourced 3rd party services for both the core business and the online businesses, including mobile.Developed the IT services strategy, in-store technology strategy, infrastructure strategy and helped with the overall IT strategy.Budgetary responsibility was approx. £15-20m (£12m rev)Key Deliveries• Upgraded the retail store systems, both hardware and software, to improve colleague and customer experience• 2 version releases of the ecommerce environment• Multiple releases of core application software for bug fixing and operational improvements• Supported of the implementation of new financials, HR, Payroll, supplychain/warehouse• Supported the delivery of the ecommerce fulfillment from outsourced to in-house whilst maintaining sales at 200 page views per second and 2000 orders per hour.• Moved data centre containing most core business systems with little to no business impact in the run up to the key trading period in tight timescale and minimal cost.• Moved the Weymouth support centre to a new location• Implemented new core network backbone with 2-4x capacity increase and cost reduction of £175k• Replaced core SAN and Server infrastructure to increase longevity of support and defer multiple millions of investment required to re-platform those applications• Improved overnight batch operations to provide improved availability and capacity. The benefits resulted in no impacts during the peak trading period of Christmas, which was considered significant against the previous year.• Improved IT processes including transparent weekly KPI reporting• Defined the in-store strategy for UK retail - including first UK company to use Windows 8 tablets in a commercial retail environment

Reporting the Coral CEO and sitting on the Coral executive board, this role was formed as a result of the formation of division specific central functions including IT and the removal of the group teams. Coral as a standalone business would be FTSE250 and delivers 60% of the group profit. The operating context for the team was a business division that had little to no support from an IT perspective for many years.Responsibilities included all IT activities for the Coral division. Based on a packaged solution set the team were about 100 people and a revenue budget of ~£10m with Capital budgets varying by business activity, but around £10-£20m.Key deliverables have been: • Major network upgrade to the retail estate, • Introduction of key application software updates including EPOS, in-shop screen software, risk liability, time and attendance.• The launch of the mobile channel for online, alongside continuous development of that e-business. • Helping to shape the business operation/strategy including due diligence of acquisition and disposals (The Tote for example), • Developed the IT strategy for the next 3 years. • Maintained operational excellence and uptime in a difficult underinvested area

This role was bringing together all technical teams across the group into one function – reporting to the Group Exec Board level CIO.The span of control had been as large as approx 200 people including around 50 contractors which constituted about 75% of the total IT department encompassing Internal Development, Testing, Business Intelligence, Engineering, Operations, Service Delivery and Architecture. This was seen as a natural extension to the services role.The teams supported the group programme activities across the group and delivered the IT operational services for all divisions and group functions.Key deliverables have been: • Improvement of the application stability, which caused a £1m per week reduction in EBITDA of the online business. • The first company in the UK to roll out a new product from BT to give high bandwidth, high resilience, low cost core backbone between primary locations• Stabilization of the IT organization which was suffering from high attrition rates• Define the architectural standards and roadmaps• Co-create the divisional target operating model

Bringing together the different divisional IT operations units into a single geographically dispersed services function was the primary aim of this role. It was responsible for all It operational activity across the group.The team, of around 120, was reorganized with structured roles and responsibilities, including career path management in four areas – Service Desk, Operations, Engineering and ArchitectureKey achievements were: • New target operating model• The landing of a new group data centre, and the consolidation of existing into the UK and Guernsey. • Development of key working partnerships for both service provision and hardware/software purchases and support.• The decoupling of provisioning from procurement to reduce project infrastructure from 3 months to 3 days – therefore improving EBITDA generation from capital projects 1 quarter earlier.• Reduction of the infrastructure investment for the Grand National a one day event some 5 times busier than any other trading period at nearly 3600 transactions per minute and bandwidth of 500mbps, a saving of £0.25m pa. • Improved service availability through ITIL processes and systems stabilization.• Creation and measurement of internal service level agreements

This builder’s merchant/retail hybrid was created and funded by the FTSE 100 Kingfisher PLC to challenge the UK trade market and establish a significant share of the £50bn UK trade market. Added as a wholly independent operating company within their portfolio, it had an aggressive business plan to develop to £400m in turnover and an attractive ROIC. The differentiator being stock availability & volume, price and service.- Executive level Board member of Trade Depot- Instrumental in shaping the business concept from the business plan- Defined the systems 5 year budget and store capex shape.- Led the business process engineering of ordering, receiving, central accounts, cost price design, EFT, BACS, stock management, store pricing, to ensure that vanilla systems were delivered on time and budget.- P&L ownership of systems budget- Ongoing development of low cost operating platform with rapid scalability- 7 mnth, £780k systems budget to create a trading retail business from scratch.- SAP implementation of financials in 9 weeks, followed by Master Data and purchasing/ replenishment (16 weeks in total)- Retail Java Epos implementation with interfaces to SAP- Store fit out capex of £150k per store including tills, cabling, LAN, WAN, IP telephony, RF network, printing & store server, including managing rollout.- Systems architecture, design and implementation, including HO functions- Built a support capability through 3 party relationships/contracts, leveraging existing group commercial opportunities- Built a small team to augment and manage non 3rd party support areas- Post implementation development to support rapidly changing entrepreneurial business, including a 6week change from Retail Java to real time inbound in SAP via hand held terminals to address poor inbound processing at the store.- Multiple release upgrades of Retail Java and Chip and Pin re-accreditation- SAP BW and EDI implementations to support evolving business

- Responsible for 18 in 3 technical teams, SAP Basis, Tivoli Tech and e-commerce- PM of new a systems HO, interior design and logistics of moving 350 people into a 55,000 sqft building, a 1 year cross business non-IT project.- Involved in culture change programme- High potential scheme participant B&Q – Infrastructure Manager Jun01-Aug03- Responsible for all aspects of e-commerce infrastructure for B&Q- Supplier negotiations and contract management- Budget responsibility for £3 million revenue and £1 million capex- Staff development- Huge business growth from £1,000 pw to £1 million pw in 2½ years- Top 100 UK websites by traffic volumes in the UK

- Startup of Intel Online business – 4 x $150m data centres worldwide- Team of 15 in the UK, Microsoft, UNIX and Network Engineers, plus 12 in US.- 3 month secondment in US to help turn around data centre with poor staff morale, high turnover and declining service levels and therefore customers.- Involved in worldwide process development with leads in certain processes.