Specifying a sustainable end-state Target Operating Model for a major ERP transition and maritime operations programme in order to guarantee successful cutover to support after project “hyper-care”

- Outsourcing strategy review for major UK Defence Contractor

Advising Business Stream IT team on strategy outsourcing implementation and during ongoing IT sourcing project

With experience of introducing outsourced service delivery processes for SES and Argent, I was asked by Swire Audit to mentor IT audit personnel and assist with the overall Group IT Audit programme covering all operating companies. I assessed Argent Energy’s Incident and Problem Management processes, publishing an in-depth audit report with recommendations for Internal Audit, the Argent CIO and the Group’s CDO

Retained by Argent Energy (John Swire & Sons) to replace poorly performing IT vendors and radically improve integrity of the complete IT department. Conducted extensive requirements analysis, vendor selection and contract award using the template developed at Swire Energy Services. Held role of interim CIO on Argent Energy Leadership Team to ensure successful IT vendor transitions, recruited fresh staff and managed the existing team to guarantee safe, secure and reliable IT operations before handover to new CIO

SES (John Swire & Sons) needed to significantly reduce costs and improve IT efficiency in response to business growth and internal benchmarking targets. As consultant to SES and the Group’s Chief Digital Office, devised an innovative “full-stack” sourcing strategy, led vendor selection process from initiation, “go-to” market, specification of requirements through to contract award and successful operational transition to chosen vendor.

Engaged by the Founder and LT of 90POE (www.90poe.io) to embed industry best practice into this innovative start-up organisation within their Service Delivery division. Engaging with Product Owners and DevOps teams to create reliable services for key clients within the Shipping industry. Designed a target operating model using Site Reliability Engineering (SRE) principles and assisted with recruitment of a new operations team.

Promoted as IT Director to lead the delivery of high-quality service to end users, ensuring service delivery processes met business requirements across Production, Manufacturing and Engineering. Managed high-performing end-to-end IT support functions; proactively analysing operational services to maintain the long-term operational integrity of core IT services. Built Service Ownership and improved IT operations, including outsourcing contracts to support the digitisation of Upstream as part of BP’s objective to become the world’s leading digital oil company.Managed the centralisation of IT Business Application Services (BAS), maintaining business intimacy through the appointment of Upstream and Downstream business-facing SMEs.Led the creation of Enterprise-wide IT services, facilitating significant multi-year cost savings.Implemented, stabilised and enhanced relationship with primary outsourcing partner under innovative new contract to deliver maximum value at the lowest achievable price point.Facilitated a significant reduction in major incidents, achieving the Upstream CIO’s annual operating plan service delivery targets

Recruited as Senior IT Operations Manager to support a restructure of IT operations following declining market conditions and poor benchmarking against industry best practice.Developed and managed an integrated services strategy for Upstream IT&S, continuously improving Upstream Service Delivery operating models to align with business, function and group context.Led collaborative approach with vendors, co-creating service definitions for Upstream IT service requirements as part of vendor selection process and contract award.Managed business-change programme following declining oil prices, re-tendering IT services across IT&S to facilitate significant $50m per-annum savings across 5-year term.

Lead the improvement of IT operational services across Upstream operations through the adoption of best practice frameworks across the Group and centralising of IT services.Led the operational management of centralised service lines across Sub-Service, Wells, Operations and Global Data Management.Oversaw the re-engineering of applications to ensure maximisation of availability and reduced unplanned outages to adhere with agreed SLAs.Led significant reduction in headcount of 30 FTE, streamlining processes to deliver a positive business transformation with zero loss of service.Devised innovative contract for Upstream Global Data Management services, engaging with Wipro to deliver improved services and drive significant $5m savings.Implemented blameless incident post-mortems following rapid service recovery from incidents and crises, creating frameworks and guidelines to prevent reoccurrence and reduce incident volumes by 65%.

Recruited to implement the ADAM outsourcing transformation downstream Global Refining & International Businesses (GR&IB), managing the operational integrity of 600 applications that support business-critical processes.Managed a team of BP Managers and vendor ecosystem providers (ADAM and non-ADAM) in global markets for silent running of 600 discreet applications spanning Global Refining, Petrochemicals and the international businesses (Castrol/Air BP).Led change and configuration management, ensuring adherence to processes to protect the integrity of the IT environment.Oversaw GR&IB system operations, maintaining SOX and digital security standards.Led multiple continuous improvement projects, delivering circa $5m in underlying improvements.Created mature, sustainable Service Delivery team, managing a diverse estate of ADAM and non-ADAM vendors that included a key legacy ERP application, processing billions of dollars annually.

Recruited to lead the simplification of a diverse global vendor base, significantly reducing ongoing OPEX costs and improving IT services to Refining and Marketing businesses.Created robust financial models, achieving internal gateways and proactively future-proofing through the modelling of vendor responses over expected 5-year term.Actively participated in contract negotiations to BAFO stage, engaging with internal Procurement and Legal teams.Upon contract award, led phased transition of 1100 R&M applications to new vendor ecosystem with zero operational downtime. Oversaw all system operations, maintaining SOX and digital security standards.Delivered the largest supplier agreement in IT&S’ history, driving $.05bn savings over 5-year term, representing 65% of global IT&S operating expenditure. Led significant business change project, reducing diverse global supplier base from over 40 to 5 strategic IT suppliers for the Group

Implementation of a new SAP Retail and Service Station systems service management model

Managed a 50M USD multi-year global programme to implement SAP Retail at company owned service stations

Managed a programme of Applications Rationalisation, saving 6M USD Opex pa

Created and managed a team of in-house SME's to standardise systems support and development

DevOps Manager for all core retail applications across EuropeOperational budget approx 30M USD

DevOps Manager for European retail service station systems