Ian Sim Email & Phone Number

Oxford

My role was to define and implement the IT business partnering function for the LG division. This required an understanding of the business needs, aligning these to Group IT strategy through development of IT roadmaps and in ensuring that LG division had the best possible IT services covering all business sectors/IT capabilities from pre-sales, portfolio.

My role, reporting to Group CIO, was to develop a multiyear implementation plan and approach to replace the core of the Dixons IS estate for UK&I business. This scope included UK&I and the wider International Group and focused on the delivery of additional business synergies and further IS cost reductions.I worked with key members of the UK and Group.

London, United Kingdom

M&S international is a £1bn turnover business unit, operating in 46 countries with nearly 500 stores.I was recruited to restructure and grow the International IT team based in the UK and to deliver strategic investment projects across M&S international businesses. This involved working with UK IT management and the International business team to develop a.

London, United Kingdom

I worked with Commercial Coordination leadership team to develop the business case, future operating model (business process and IM solutions) to transform the commercial function across AA global business units to deliver world class commercial performance. The programme identified significant savings that required an investment of $100m + to deliver.The.

I ran Tarmac UK's IT function [~ 70 people, Budget OPEX £13m, CAPEX £4m ] providing IT application and infrastructure support to 4000 users in over 500 UK locations. I also have accountability for developing and managing Tarmac's Strategic Programme Management function which has delivered over £50m of bottom line savings in last 2 years

• My key responsibilities were to
• Build a team that had the correct level of skills, processes and talent to drive continuous improvement in delivery of complex projects/programmes
• Drive the Value Programme (VP) agenda to meet our benefit targets
• Improve the delivery performance of all Value Programmes, Major IT initiatives and IT projects
• Develop and socialise the need for a major business transformation programme to deliver additional bottom line benefits of £10 – 20M in 2010 and 2011

Delivery of major business and IT transformation change projects

I delivered business change projects across most areas of the supply chain including the definition, and implementation of process and IT changes in Supply chain operating models (S&OP, Inventory management) Supply chain planning (ATP, CTP), Demand management, Business optimisation, Pricing Optimisation, Warehouse management, Transport management.I have.