David Dockray Email & Phone Number

Those who can benefit most from David’s experience are leaders – and potentially their teams – who are open minded in how to deal with similar opportunities and challenges. David has experience across almost all sectors of industry and commerce but his personal leadership experience will be of most value to large businesses in the service sector – particularly in professional services, support services, consulting, systems integration and outsourcing firms. Since concluding his line leadership roles in 2007, David has provided counsel to:• Sir Nigel Knowles – Managing Partner, DLA Piper International, leading global law firm• Martin Sutherland – Managing Director, BAE Systems Detica, Global Security and Intelligence business• Matthew Lohn – Managing Partner, Field Fisher Waterhouse, International law firm

In July 2005 David was appointed to a worldwide role for the business as Global Leader, Strategy and Market development – a business with revenues of $16 billion and 100,000 people. The objective was to lead the activities necessary to achieve concurrent growth in revenues and margins on a global basis.David led the activities to formulate a new competitive strategy for the business worldwide, receiving unanimous support from the senior leadership team of that business for the strategy.In parallel, a major set of activities were set in train to enhance near term performance :-• value creation approaches to pricing and commercial agreements with clients• growth initiatives covering account management, solution selling, industry-based capability building and new service line offerings• global delivery methods to reduce blended delivery costs of client assignments • delivery excellence programmes to optimise quality and costThe outcome of these programmes and the implementation of the overall strategy resulted in the following published performance for the business worldwide by the last quarter of 2007 at the time of David’s retirement from IBM - • increased revenue growth in six consecutive quarters to exceed 10% for the first time – and • margins achieving double digit percentages

In October 2002 IBM acquired PwC Consulting (PwCC) and merged this business with its own consulting and systems integration activities to create what is now IBM Global Business Services (GBS), the largest consulting and systems integration business in the world.David was a member of the Global Management Board from October 2002 to his retirement in October 2007 and undertook two main roles during that period:• Managing Partner, Europe, Middle East and Africa (EMEA) – and subsequently• Global Leader, Strategy and Market DevelopmentIn his capacity as Managing Partner, EMEA, David had to execute the merger at speed across EMEA, integrate the enhanced capabilities of the business and promote them to the market place – whilst improving profitability and growth. This was achieved by David leading the following activities:• focusing the merger integration actions on the key areas to make the biggest difference• extensive communication activity to demonstrate success in the market and sustain confidence of thousands of employees through a period of major change• promote growth through major client engagements: Aviva, Nestle, DVLA, Defra and acquisitions such as AP Moeller Information Services function • substantial cost reduction programmes to eliminate duplication, reduce capacity in parts of EMEA and rapid adoption of global supply chain practices to utilise lower cost locations• implement reporting and control systems to satisfy US regulatory requirements

During the first few years of PwCC, David led the largest industry group in the firm – Commercial and Industrial. In 2001 David was then asked to take on the leadership of PwC Consulting in EMEA. Regulatory authorities pursued greater independence of audit practices following corporate scandals such as Enron, Tyco and Worldcom, Against this background PwC examined the case for separation of parts of the firm and decided on a disposal of PwCC. For this to happen the following steps had to be taken:• separate the PwCC Businesses from the PwC business in each country• integrate those business into cohesive entities in Europe, Middle East and Africa (EMEA), Americas and Asia Pacific as three major building blocks for the sale of the business globally• prepare the global business for sale by demonstrating the power of the globally integrated business and by enhancing reporting and control systems and infrastructure • publish a Prospectus for flotation on NYSE• find a buyer – either by flotation, trade sale, financial investor or combination• design and execute a transaction acceptable to PwC, PwCC partners and the relevant third partiesDavid’s role as the EMEA leader was to lead each step of the process. This involved:• leading the separation and integration of the PwCC businesses in each country in EMEA by leading roadshows with partners to explain the intent and how it could be realised – including an indicative ‘vote’ supported by an overwhelming majority of partners• preparing for the IPO as part of a global leadership team producing a prospectus and presenting to investment banks, financial institutions and trade buyers• working with IBM to produce a compelling vision for the merged business and plan its integration of the PwCC business. Help formulate appropriate terms for the sale of the business• securing partner votes in each major country in EMEA to complete the transaction