Mark Wilkinson Email & Phone Number

Kettering, Northants, GB

Responsible for all of IT across the company. Currently driving a major change project to upgrade the strategy and delivery of IT. Key projects have included gaining ISO27001 Information Security accreditation, rebuilding the IT team and service delivery and implementing a new company wide business system including iPad mobile applications for 600+.

London, GB

• The Law Society Group contains 3 entities – The Law Society membership body for Solicitors, The Solicitors Regulation Authority (the regulator) and Corporate Solutions (the shared services function which includes IT)..
• Operated at board level in a very matrixed governance model
• Developed a 3-year group IT strategy including technology roadmap to replace the legacy-dominated estate
• Reorganisation of the IT function with key roles being insourced to increase control and ownership
• Accountable for embedding MS Dynamics CRM and member portals across the group to increase membership engagement and greatly improve efficiencies in business processes
• Accountable for the implementation of MS Dynamics AX for Finance and HR to replace legacy applications

London, UK, GB

• As RETS re-aligned into one global structure, I was promoted to lead larger global teams (250) mainly in US
• Member of global executive team responsible for all strategy and service delivery
• A major business partner in the continued move from paper to online products
• Ensured a strong global alignment to the ITIL framework processes to provide common structure
• Kept budget flat while the estate grew 10% pa
• Increased uptime for major products and services – 99.7% to 99.95%

London, UK, GB

• Recruited to lead the European operations for the newly formed RETS – a time of massive change
• Led major restructure of the entire team of 125 people including successfully outsourcing key operational functions to HCL in India – resulted in $1.5million pa saving and improvement in service delivery
• Built strong alignment with the business through understanding the needs and improving and aligning service delivery to match the requirements. Built balanced scorecard to objectively measure business delivery.
• Reduced major incident occurrence by 60% through focussed change and problem management
• Developed and delivered ‘brITe’ people culture change programme to build high functioning teams – increased employee opinion scores by 15% even though large parts of team outsourced
• Drove major data centre upgrade programme for power, cooling and space – achieved 100% data centre availability for three consecutive years.

London, GB

• With the major strategic move to online products, I was promoted to have full responsibility of all IT infrastructure including Internet Operations (800 server/1,400 user environment) – team of 40 people
• Built new 24x365 operations team to support online products
• Built strong process-based Helpdesk that drove high user satisfaction rates
• Implemented close alignment to ITIL framework – resulted in strong compliance to SOX audits

London, GB

Promoted to manage all enterprise IT and drive process improvements – team of 30

London, GB

Recruited to turnaround underperforming Helpdesk and Desktop teams

Chicago, Illinois, US

• Responsible for IT infrastructure and applications
• 750 user environment
• Team of 10 people

Chicago, Illinois, US