David Brindley Email & Phone Number

Stratford-Upon-Avon, Gb

United Kingdom

Accountable for Global product enterprise teams, providing product services for Azure Cloud Infrastructure, Identity and access management, modern workplace and ITSMTranslating operational strategy model in to ITIL v4 processes and product servicesNegotiating with national CIOs to establish Global function serving repeatable and reusable productsBuilding and recruiting new team to deliver servicesTransitioning programme delivery into global service teamEstablishing processes and operational controlsCreating and prioritising value based backlogs

Directed IT programmes and project delivery service. Accountable for £20m of budget delivering critical IT programmes, Cyber Security, Infrastructure Life Cycling, IT Change and Workplace Modernisation to Cloud.Programmes and operationl budgets of £20mCyber programme had over 20 individual projects - ranging from Identify Access Management (IAM), Vulnerability Management, Application and Directory account Remediation, Implementation of Password Access Management (PAM), Service Recovery, Implementing SEIM, Application remediation.Restructured IT Projects practice and implemented Project Framework allowing for team capacity to grow from 14 projects to 75 projects, project closures up from 2-3 a quarter to 10 a quarterLeading portfolio and strategy for technology life cycling projects c£5-7m. Legacy & application system upgrades, decommission and infrastructure to cloud migrations to support future data centre exit.Directed the initiation phase and strategy shaping of data centre exit migration to cloud.Renegotiated failing project terms reducing budget exposure by £250k

Created the Vision and Strategy to move beyond Modern Workplace to the Smart and Intelligent workplace – focusing on optimising business process and user centric design. Embracing tools such as Power Apps and Power Automate.Directed a 4-year modernisation of the workplace environment – a critical delivery through the pandemic overseeing solution design, cloud migration approaches, product roadmaps and physical device deployment upgrading 7000 users to Windows 10Technology Adoption – Created an internal adoption consultancy team and implemented PROSCI as our organisational change management methodology. Redefining change management through the creation of an internal brand “Evolve 365” – Using user personas, change was centered around people and ways of working.Led the implementation of Evergreen processes to allow the business to continually upgrade across Operating Systems, Office and 365 Cloud.

Accountable for the Service Operation and the transition of the operation to delivering a stable service that was acceptable to our 6500 users.Transformed the operation into an ITIL lead practice. Implementation of self-service IT tooling, and adoption of 'shift left' philosophyReenergised colleagues within the Service Delivery function, evidenced by the highest Gallup engagement score increase across the organisationReduction in incident and service request backlogs and ultimately enhanced serviceResponsible for strategic roadmap and operational management of NFUM IT Service Delivery and Service Level Reporting functions, ensuring a customer centric and cost-effective service is provided.Accountable execution of ITIL Service Operations policies and processes; and continual service improvement plans associated with these.Development and delivery of Service Level Reporting/Management function ensuring all delivery teams performance (internal and external) is tracked, managed, and reported against agreed SLAs/OLAs

Stratford

Accountable for leading & transforming the Business Analysis function within NFUMThe team had an operational cost of £3.5m with 45 permanent resources flexing to 60 Business Analysis, supporting over 20 projects and programmesImplemented structured analysis framework and service, specialising in Use Case UMLRepositioned analysis from “just do it” to trusted partnerDelivery accountability for all General Insurance software releases managing 8000 IT change days and £1m external spend budgetSeconded to the Technology Infrastructure programme to lead the UK roll out of Windows 7, and migration of 300 business applications to the two purpose-built data centresWorkplace roll out completed in 7 months to 6500 users across 350 sitesCreated and led a highly motivated team of 50 people representing 4 organisationsLed the transition of business process change for the new workplace to be adoptedLed the migration of business applications new data centres

A new role within the organisation initially responsible for transferring a 5 year £60m systems and change programme into a business as usual environment. Responsible for: £2m worth of internal IT man days and £1.5m of external spend with 3rd party suppliers. Including Reporting budgetary and forecasting spend of resources to board. Lead senior manager for raising IT profile and changing internal culture through creation of a brand for IT running internal workshops and motivational presentations in front of all 300 IT employeesMaintaining system stability and minimising the impact of a software release to the production environment in terms of systems and people. Reengineered Release and Configuration Management processes. Reducing implementation times by 2 weeksManage a large team of internal and external staff ensuring all change is implemented through the defined systems and controls.Creation of governance structures within the business to ensure business as usual change has an appropriate profile and priority.Restructure of organisation, roles and responsibilities to streamline our ability to deliver changeIntroduction of control and milestone checkpoints to manage change.Overall control of change from System Specification, Development, Testing and Performance Testing through to Implementation of code and business training notes.Management control of all system environments relating to the General Insurance Business Facilitate workshops to share technical knowledge and educate stakeholders on complex, technical aspects of the business.Guide and support Business Architect to enable them to make informed decisions around Software implementation and impact on business process.

Leadership Programme

2.1, Banking Insurance & Finance