David Statham Email & Phone Number

Southampton, United Kingdom

Bracknell

London, United Kingdom

Ownership of JL PMO Reporting of Portfolio performance to Programme Boards, Change Group, Investment Appraisal Board and Group – maximising utilisation of funding, creation of insights into successful delivery and identification of barriers to success.Worked with Programme and Project managers to review In Flight Portfolio to bring project lifecycle and status master data up to date and fit for purpose and ensure that it is fully aligned to revised Programme structures.Revision of Stage Gate methodology and implementation of Business Impact Assessment process to establish impacts across Process, Technology, Partners, Suppliers and Customers.PMO Business Partner for Financial Services Programme.Creation and support for JL Project Prioritisation model for ensuring that with the reduced funding available we focus on those investments most closely aligned to the “Be The Revolution” Strategy, with the most favourable business case and with the most positive impact on operationsPartnered with Finance FP&A team to develop FY16/17 Change Plan (£292M) fully aligned to objectives and linked to metrics supporting the Strategy.

Woking

Finance Business Partner supporting Mouchel Infrastructure Service's Intelligent Transport solutions business including end to end financial responsibility for Business Partnering, Business Planning, Budgeting and Forecasting ,Monthly reporting, Project Financials inc streamlining and re-evaluation of Projects and underlying Sales Contracts in SAP. SAP Data Cleansing accountability and reporting across the complete organisation as part of Finance Transformation programme - O2C, P2P and R2R. Integration of Australia and Middle East results into SAP. Use of SAP's BPC model for short and long term forecasting and cash forecasting.

Responsible for driving continuous improvement through timely management information of key targets and measures in addition to the definition, tracking, review and reporting of the teams "Operational Excellence and Change" initiatives.Management of Finance Change Plan and agreement of budget and resourcing targetsDefine, report and communicate KPI's. Implement Balanced Scorecard and support development of group Scorecard.Design and implement frameworks to translate Strategy into manageable activities and own Governance forums to track and report progressOwn, refresh, review and communicate organisational Factbase

Maidenhead

Creation and Communication of Global IT Strategy, ensuring alignment with business goals and creation and management of organisational framework to align IT leaders priorities and operations with strategic direction. Development of functional roadmaps to ensure alignment between Strategic Plan, Architecture blueprint and Investment pipeline. Ensure Transformational activities fully reflected in all plans.Responsible for Benchmarking and Research for the CIO Organisation - this includes identification of trends, issues and opportunities as well as specific product or application based Research. Expert on the practical development of performance frameworks - created IT Commitments and Measures framework to drive organizational stretch goalsResponsible for the design, evolution and production of CIO Balanced Scorecard and creation of associated Strategy Map.Worked with Nortel Business Services in 2008 to ensure creation of similar process and model adopted for the Shared Services organisation which was moved under the CIO

Responsible for the creation of a cohesive global approach to the identification and reporting of key measures of organisational efficiency and effectiveness, including working with relevant external service providers. Business Transformation activities for IT inc long term sourcing and location strategy.Owner of IT Investment Approval process - ensuring that all investments are prioritised and approved from a financial perspective using a consistent approach across functions and geographies.Outsourcing / Insourcing - ensured that activities relating to insourcing, repackaging and subsequent outsourcing fully reflected all "performance" requirements and criteria.Benchmarking - conducted full benchmark study using "The Hackett Group".TCO - developed complete Applications TCO model (re-used for Architectural redesign) and Infrastructure Service specific TCO models, e.g. Desktop and Vendor spend mapping

Provided Finance and Programme service and leadership support to the Regional CIO and the VP IT of Optical Components. Design and implement processes to ensure that operating practices are harmonised across the various IT teams residing in the region as Nortel IT consolidates into a single global organisation.Customer Engagement support for regional CIO and Sales & Marketing teamsIntegrated separate German outsourcing contract into global master contract driving £15M plus annual savings

Responsible for Financial Planning and Analysis for designated EMEA functions. Project Planning and Tracking for investments. Development and rollout of EMEA Business case methodology - developing compelling business cases for customers. Acting as financial troubleshooter to resolve finance and related issues in functions not meeting their agreed targets.

Finance and IT Manager for the Project Management Division of National Grid. Management of divisional finance function with full range of financial activities, specialised focus on financial management of large scale engineering projects. Operation and implementation of financial, contract and work management systems and commercial contract models as well as key contributor to the selection of replacement systems for Finance and Project Management.

Responsible for Finance and Customer Services Systems development and support across all divisions of the company.Also spent six months working in Ghana as part of a World Bank sponsored twinning project with the GWSC.

Education record

Finance

Education record

Project Management - Prince 2 Practitioner