In this role I am responsible for the delivery of practitioner led advisory services to c-level executives, across all industries, helping them develop and grow their technology-enabled businesses.

I function as a strategic adviser, senior consultant and leadership expert to some of Gartner's largest global clients on topics including the CIO role itself, strategy, innovation, organization, sourcing, process optimization, architecture and governance. Using extensive experience to help CIO's develop effective plans and strategies to achieve meaningful technology led results in their respective businesses.

Recruited to orchestrate a step change in the customer delivery and support organisation as part of a Private Equity backed management team focussed on creating the largest, pure play, pan-European vehicle telematics company (Currently Euro 90M). Key accomplishments include:• Leading the due diligence, acquisition and integration of the Masternaut business• Divestment of the Microsoft Dynamics business unit• Creation of a fully integrated internal IT function, including selection… Show more Recruited to orchestrate a step change in the customer delivery and support organisation as part of a Private Equity backed management team focussed on creating the largest, pure play, pan-European vehicle telematics company (Currently Euro 90M). Key accomplishments include:• Leading the due diligence, acquisition and integration of the Masternaut business• Divestment of the Microsoft Dynamics business unit• Creation of a fully integrated internal IT function, including selection and implementation of replacement ERP system (Oracle eBusinessSuite)• 80% reduction in the cost of the customer delivery infrastructure (Production Services)• Creation of a fully integrated pan-European Customer delivery and support department• Design and implementation of DevOps• Introduction of a pan-European Professional Services group• Highly effective mentoring and guidance of key individuals throughout the company• Personal leadership in the customer management of key strategic accounts Show less

Promoted (with continued responsibility for IT) to transform the dysfunctional service delivery and support organisation for this managed service provider (MSP) with a lead role in the “turnaround” team of 3. Star was a privately held company of £44M in turnover serving more than 3,500 UK mid market businesses. In this role, I orchestrated a 22% cost reduction, whilst improving quality and agility resulting in a significant increase in customer satisfaction, measured through NPI. Key… Show more Promoted (with continued responsibility for IT) to transform the dysfunctional service delivery and support organisation for this managed service provider (MSP) with a lead role in the “turnaround” team of 3. Star was a privately held company of £44M in turnover serving more than 3,500 UK mid market businesses. In this role, I orchestrated a 22% cost reduction, whilst improving quality and agility resulting in a significant increase in customer satisfaction, measured through NPI. Key accomplishments include:• Stabilised a deeply troubled “delivery & support” organisation creating customer centric focus through restructuring from a vertical to horizontal organisation;• Implemented aggressive cost cutting program to reduce the cost structure by £6M annually;• Completed the implementation of the ERP solution (Oracle eBusinessSuite) covering complete quote to cash processes and including all legacy data cleansing and migration;• Stabilised the customer service delivery infrastructure which was poorly designed, poorly implemented and under invested;• Improved service predictability through the implementation of a pragmatic service management framework;• Planned and implemented CRM solution covering campaign management, opportunity management, sales forecasting, along with ticketing & knowledgebase;• Designed and built a new 3MVA data centre utilising an innovative design providing ultra high energy efficiency with low initial capital investment and high quality delivery, which went live in April 2009, on time and to budget;• Continuously improving quality and agility whilst reducing “cost to serve” through a balanced scorecard of KPI’s coupled to individual and team compensation;• Launched more than 40 new service offerings targeted at the midsized market, fuelling company growth. Show less

Recruited to bring strategic direction to Star’s internal IT function which had not kept pace with the company’s rapid growth, and was “fragmented” across Star and MessageLabs. The role quickly expanded to include the Customer Portal software developers, and the HR Flexible Benefits as a Service software developers.Key achievements include:Strategic 3 year plan describing the business improvements available to Star from the successful selection and implementation of technology and… Show more Recruited to bring strategic direction to Star’s internal IT function which had not kept pace with the company’s rapid growth, and was “fragmented” across Star and MessageLabs. The role quickly expanded to include the Customer Portal software developers, and the HR Flexible Benefits as a Service software developers.Key achievements include:Strategic 3 year plan describing the business improvements available to Star from the successful selection and implementation of technology and systems. This covered: 1. Enterprise/technical architecture providing technical design authority; 2. Single view of the customer through an integrated ERP/CRM application; 3. Enhanced customer, supplier, employee and partner portal making Star “easier to do business with”; 4. A single ticketing system spanning all the support functions; 5. A single monitoring and management system fully integrated with the ERP/CRM and ticketing system and available through the portal;• Reduced headcount by 20% through the creation of a single “IT Group” dedicated to Star, incorporating the software development groups and the adoption of Agile methods;• Selection of Oracle eBusinessSuite as Star’s ERP/CRM application including gaining very substantial discounts coupled with senior Oracle executive sponsorship• Delivery of Phase 1 of the Oracle project on time, on budget and to specification in April 2006 through the establishment of an Oracle ERP delivery team and specification of appropriate business governance and delivery methodologies. Show less

I was selected to integrate the EMEA IT operations of Novell and Cambridge Technology Partners (CTP) following the merger in 2001. Key accomplishments:• Transformed two teams with low morale and aspirations into a single cohesive team saving 50% in operational costs (both people and infrastructure), with a final budget responsibility of USD7M per annum;• Successful European due diligence and integration of the further acquisitions of SilverStream Software and SuSe Linux… Show more I was selected to integrate the EMEA IT operations of Novell and Cambridge Technology Partners (CTP) following the merger in 2001. Key accomplishments:• Transformed two teams with low morale and aspirations into a single cohesive team saving 50% in operational costs (both people and infrastructure), with a final budget responsibility of USD7M per annum;• Successful European due diligence and integration of the further acquisitions of SilverStream Software and SuSe Linux AG;• Implemention of Siebel covering sales force automation and campaign management for the combined organisation;• Successfully re-organised the Sales teams throughout EMEA to allow better customer engagement and more effective "solution" selling at lower cost (this was part of the business transformation role). Show less

I was recruited as part of the turnaround team for the troubled global IT consulting company with USD600M in annual turnover and 6000 people worldwide, with a specific brief to substantially reduce the operating cost of IT outside of the Americas (Europe, India, Australia & Japan) without reducing service. Key accomplishments at CTP include:• Defining and starting to implement a 2 year plan to reduce IT spend by more than 50%• Implementation of a new wide area… Show more I was recruited as part of the turnaround team for the troubled global IT consulting company with USD600M in annual turnover and 6000 people worldwide, with a specific brief to substantially reduce the operating cost of IT outside of the Americas (Europe, India, Australia & Japan) without reducing service. Key accomplishments at CTP include:• Defining and starting to implement a 2 year plan to reduce IT spend by more than 50%• Implementation of a new wide area network• Centralisation of all infrastructure into a single “co-located” data centre in the UK• Implementation of Siebel for sales force automation (SFA)• Implementation of a recruitment automation tool• Implementation of an online expense management tool• Reduction in local staffing levels through the implementation of a central service desk.12 months into the role CTP was acquired by Novell. Show less

Recruited into the outsourcing division of Compaq (eBMS) to improve the margin of existing business. My key accomplishments include:• The introduction of shared service teams (previously each deal had dedicated delivery teams);• Creation of a core engineering team within EMEA which provided local development of Helpdesk, Systems and Network monitoring and event management, asset management, procurement, security, reporting, and change management tools in a more cost effective manner… Show more Recruited into the outsourcing division of Compaq (eBMS) to improve the margin of existing business. My key accomplishments include:• The introduction of shared service teams (previously each deal had dedicated delivery teams);• Creation of a core engineering team within EMEA which provided local development of Helpdesk, Systems and Network monitoring and event management, asset management, procurement, security, reporting, and change management tools in a more cost effective manner (each tool was shared across all deals);• My model was so successful, it was copied in both North America and Asia Pacific;• Assurance that when Compaq Professional Services was bidding for new business, it would be able to deliver the requirements agreed by Sales at the target margin. My participation (representing “delivery”) on the USD50M Ericsson outsourcing deal in Sweden was instrumental to this deal’s successful closure. Show less

I was recruited to Compaq Computer EMEA to lead their eCommerce initiative. For this role, I relocated with my wife to Munich, and during this period both my children were born. In this position I was responsible for directing much of Compaq’s Electronic Trading and eCommerce strategy, include EDI, Internet and Partner automation. My key accomplishments during this period include:• Successfully increasing Compaq’s EDI enabled partners from 4 (in the previous 5 years) to nearly 300 (2000… Show more I was recruited to Compaq Computer EMEA to lead their eCommerce initiative. For this role, I relocated with my wife to Munich, and during this period both my children were born. In this position I was responsible for directing much of Compaq’s Electronic Trading and eCommerce strategy, include EDI, Internet and Partner automation. My key accomplishments during this period include:• Successfully increasing Compaq’s EDI enabled partners from 4 (in the previous 5 years) to nearly 300 (2000 message/partner combinations) in 18 months;• Transforming the “sales out and inventory” system team allowing Compaq (for the first time) to pay its Sales organisation based on what was sold to “end customers” rather than what was “pushed” into the channel;• Up rating Compaq’s internet presence throughout EMEA and enhancing the partner based information systems which were based on Lotus Notes technology;• Invited to chair the change management team for the European “arm” of CompTIA. (In this role I was responsible for defining the change management processes that would be used by CompTIA, pulling together a small team from HP, IBM, Microsoft, Ingram Micro and Tech Data and ensuring unanimous support for the proposals.);• Invited to lead integration efforts following the acquisition of Tandem and DEC (Digital) with specific responsibility for the design and implementation of a single sales commission plan for EMEA along with associated systems. In this role I worked closely with Sales Operations & Marketing. Show less

Recruited by this global software company with a proven track record of selling mainframe solutions to large enterprise customers, I was given the task to develop the sales of eCommerce software into the Northern European mid market. In just a year, I hired a small team and developed new business sales from a standing start to £1.5M including leading all the demand generation (marketing) activities.

Recruited as the 12th employee in this eCommerce startup I quickly took responsibility for Marketing, UK Sales, the European distribution network (channel) as well as product management. During this period I successfully oversaw organic revenue growth of 120%, the launch of a Windows NT version of the products along with a Value Added Network service specifically serving the European Automotive Sector and created in partnership with the SMMT (Society of Motor Manufacturers and Traders).

Integral part of the design team for the largest ever “blow moulder” designed and built in Europe. Specific responsibilities included designing the mould positioning system including specifying the computer control system and writing the control logic. During this period I also completed my MEng research degree which focussed on the use of cell manufacturing techniques to significantly boost the profitability and quality of the in-house Electrical Control Panel business unit.