Matthew Mills Email & Phone Number

Redditch, Birmingham, Gb

Leamington Spa, Warwickshire, Gb

As a member of Bravissimo’s most senior management layer I held responsibility for directing all aspects of IT including software development, IT support, business continuity and IT strategy.Bravissimo had defined forward looking business objectives when I joined Q1 2016 but did not have the technical plans, strategy, culture or structure within its IT team to realise the goals. I spent my time there modernising the methodology, processes, structure and culture within the team so they are better set up to meet the demands of a growing business and become a key enabler to growth.Planned IT readiness for expansion by ensuring applications were multi-lingual and multi-currency capable to enable revenue growth by targeting new geographics locations. This involved updating CRM, logistics, web and business applications. - Negotiated with MPLS providers to increase capacity and redundancy across the network- Refined disaster recovery solution by negotiating a reduced cost hyper converged solution to act as a mirror of production environment - Overall responsibility for replatforming of company eCommerce website as part of a multiphase modernisation and ensure the site is responsive. The justification for this was largely to address the issue of low and static conversion rates on mobile browsing in spite of the increase in mobile traffic.- As documentation and methodology was non-existent I introduced a project/business analysis team to the IT department in order to map existing processes and mitigate the risk of business knowledge residing in people’s heads.

Sole management responsibility for IT strategy and for investigating areas for business growth that could be aided by technology, reporting into the MD. - Successfully led a multiphase business transformation project using Salesforce, Sales and Service Cloud to provide an end to end solution for sales and support- Reduced time by 75% in tailoring quotations on third party portals by creating a central API driven bespoke pricing module able to retrieve live price information from our suppliers- Instigated the migration of core IT services to Google cloud (email, office, messaging) whereby transferring to a predictable OpEx license model and ensuring that users essential needs were met wherever they had an internet connection - Timely implementation of Cloud based PBX to integrate with the CRM solution and in doing so call recording data retrieval was reduced from 15 days to less than 1 hour

- Ensured BT’s new range of ADSL products were available on our external customer portal on time and on budget to ensure we were out to market in line with, or ahead of our competitors.- Transformed the reputation of the IT teams across the group to a point where they were seen to be a critical enabler as opposed to a support function.- Lead on project to separate shared group services

Upon joining the group I inherited 3 teams with no process or consistency. The reputation of IT within the group was low and resource was seen as a cost with little benefit. I put in place project and IT processes that transformed IT and particularly software development within each business.- Successful delivery of major project to restructure the functions of the individual businesses and ensure the specialised skills were assigned to the correct areas- Introduction of new trading business separating out UK and rest of world data into 2 separate organisations and ensuring there was clear accounting and auditing between the 2. - Introduced a bespoke project management methodology using elements from Prince2 and agile to deliver some rigour to the work in the teams.- Introduced consistency over the individual team processes to allow cross usage of the development talent where necessary to provide a more flexible overall team.

Walsall, Gb

Reporting directly to the IT Director I was responsible for management and strategy of IT Development team, web designers and project managers. c30 staff members. - Managed IT requirements for 12 subsidiary divisions and investigating new technology to find IT solutions to business problems. This involved dealing with multiple senior stakeholders and ensuring that they were all dealt with fairly.- Successfully delivered software and web separation of business systems following group demerger in line with timescales.- Deputised for the Director of IT when required.- Successful management of the IT side of the regulated business’ ERP programme that saw IBM Maximo implemented and risk taken out of the business in the form of a legacy, in house application that was no longer fit for purpose.- Participant in the group’s “Developing Talent Programme” for high performing managers.- Delivered remote field based PDA systems used by 4 divisions over 7 sites with 200+ operatives reducing water lab results turnaround time from 2 weeks to less than 1 hour.- Introduced ESB to enable complex multi system interfacing and providing a single platform handling messages from multiple senders.