Matt Sharp Email & Phone Number

Reading, Gb

Oo

Working with the RLB UK Senior Leadership Board to define and implement a Digital and Data strategy that will drive the success of RLB, our projects and our clients.Our UK Digital and Data strategy has six key themes:1. Digitalisation of RLB services, the broader Construction industry and the built environment 2. Digital and Data knowledge and skills for RLB colleagues3. Digitalisation of our RLB business 4. Sustainability through Digital5. Revenue through built environment Digital and Data services - RLB DIgital6. Global Digital and Data StrategyI am Chair of the RLB Global Digital Transformation Committee that brings together the best Digital and Data thought leadership from around RLB in order to harness our global Digital capabilities and establish a common Global Digital strategy.

London, Gb

Reading, Gb

I am honoured to be the Chairman of Charvil's community youth football club. Supported by a dedicated committee and team of coaches and managers we run football teams in the East Berkshire Football Alliance with boys and girls from the age of 5 through to 18.We provide opportunity for everyone to get involved in and to enjoy football.

Pound Lane, Sonning, West Berkshire, Gb

Ripponden, West Yorkshire, Gb

Basingstoke, Hampshire, Gb

I was brought in to Sovereign IT primarily to ensure the successful completion of critical system consolidation projects for Housing, HR, Finance and Contact Centre as well as the launch of their customer portal (website) post the merger with Spectrum Housing. All of these projects were delivered on time, on budget, with minimal business disruption and high level of business recognition by the end of July 2018 A secondary objective of my tenure has been to build an IT team able capable of delivering Sovereign’s strategy to become a modern and connected business. Significant steps have been taken to modernise and mature the IT practices, shift from engineering focus to strategic service delivery capability, and establish a new IT Leadership team to drive IT forward. Thirdly, a 5-year technology strategy was developed and approved by Sovereign Board in May 2018 that ringfenced c£40million of investment funding for digital and data transformation including the modernisation of CRM, ERP and Customer Digital technologies.The ultimate acknowledgement of the strategic positioning of IT with Sovereign is that the Executive Board have now announced the creation of IT as its own directorate under an Executive CIO to be put in position in 2019.

Paris, Idf, Fr

As Head of IT for UK and Europe I led a department that strategically partnered our business in four critical pillars:- Development, Design and Construction (Retail, Commercial and Residential)- Shopping Centre Management and Operations- Head Office functions (Finance, Legal, HR, Marketing, etc)- Customer Interaction (Digital channels)

Dallas, Texas, Us

As IT Director for UKI & CE I report to the AECOM EMEAI IT CIO and dotted to the MD of UKI and MD of CE. The remit is to ensure high availability, reliability and control of all technical platforms and environments in line with strategic and operational objectives of AECOM IT. I am responsible for ensuring that technical platforms and services are operational and maintained according to agreed levels of operations, agreed budgetary and headcount context. I enable the delivery of Global and Regional projects and services, according to well defined, understood and agreed plans and requirements. I have accountability for the marketing and development of IT and Technology Professional Services in support of AECOM projects and directly to clients across EMEA.

London, London, Gb

Key member of the restructured IT Ops Management team, responsible for establishing and leading the governance of the outsourced services that ran the Production and Non-Production infrastructure disciplines of data centre, enterprise compute, end user compute, stores infrastructure, telephony and network.Responsible for the global 24x7x365 operation of IT infrastructure – On premise, hosted & cloud enterprise infrastructureBudget of >£40million per annum across services, hardware procurement, licensing, maintenance and supportResponsibility for technology roadmaps, service strategy, service governance, service budget management and day-to-day escalation of infrastructure related incidents. Governed multiple suppliers and vendors across a complex contractual and architectural landscapeDay-to-day operational governance for 150+ outsourced resources delivering and supporting infrastructure services to the IT groupGoverned IT Asset Management and the renewals of major license, support and maintenance contractsLed the strategic M&S IT outsourcing programme; evaluating annual outsourced spend across multiple on-shore and off-shore service providers to deliver significant reduction in operational spend.Worked with the IT Leadership team to develop the outsourcing strategy for all IT services (Dev, Test, Apps Support, Infra Support, End User Compute, Retail IT support, IT Service Desks and Service Management)Developed a strategic solution to deliver and support the infrastructure for in excess of 100 projects per year across 300+ applicationsInstigated and matured new organisational structures, new infrastructure architectures, new processes and ways of working and new outsourced service contracts

I had lead responsibility for the major consulting programmes in the Middle East region:Contact Centre Consulting Lead: Nortel/Dubai RTA Contact Centre: 07/08-12/08 (Dubai, UAE): - Programme lead for Convergys’ first Middle East Contact Centre consulting engagement.- Designed, established and managed the programme approach and structure for a £6 million launch of a new government contact centre- Co-ordinated activities across multiple project workstreams including Facility construction, Telephony Infrastructure, Staff Recruitment & Selection, Business Architecture- Reported Programme Status, progress, risks and issues directly to senior management in the Dubai Government Authority- Facilitated programme relationships between teams from Dubai RTA, Nortel, Cupola Teleservices, Logica and Peppers & Rogers- Personally responsible for the Strategic Plan, Maturity Model, Business Model, Organizational Structure, KPI Definition and Benchmarking deliverablesThis programme resulted in:- Successful launch of a new world-class, multi channel contact centre in December 2008. - An in-sourced, client managed contact centre to deliver improved customer satisfaction through higher quality service- Co-ordinated launch of facility, telephony, management team, trained agents and CRM- A significant cost reduction over the previous outsourced call centre operation- Clear and purposeful reporting combined with and effective operational performance management system- A 3 year strategic roadmap of business, technology and customer performance targets to guide the development of the contact centre

Business Transformation Consulting Lead: Saudi Telecom: 05/07-05/08 (Riyadh, Saudi Arabia): - Delivery lead for Convergys’ largest pure consulting-led assignment- Process and business system re-design for STC’s operations across residential, data and wholesale units.- £1.5 million BPR, Enterprise Architecture and Scoping engagement- Managed and delivered multiple workstreams for the Customer-Centric business design, business case and systems architecture with a 30+ team- Directly coached and managed the BPR workstream- Managed a team of 3rd party consultants from Tata Consulting Services, BT Professional Services and Peppers & Rogers- Reported to STC IT Director and a panel of directors from each STC business unit.- Main point of contact and key stakeholder manager for the 12 month programme.- I planned the $46 million implementation, and change management, programme approach for STC to recognize the designed Business transformation.This programme resulted in:- Successful completion of a business process re-design (on time and to budget) for three key business units across Customer Care (including Sales and Order Handling) and Billing. - Complete Requirements capture for 3 business units for replacement of CRM and Billing systems- Definition of the Enterprise Architecture roadmap for the next 3 years- Initial stakeholder Awareness and Desire for the planned business transformation to a customer centric enterprise, facilitated by strategic systems replacement.- An implementation approach and plan that allowed STC to select vendors and start implementation.

Uxbridge, Gb

Programme Manager for the integration of the Bulldog Broadband base (100k subscribers) into the Pipex Internet company and the migration of the customers onto Pipex IT systems and processes.Circa £5 million budget across all workstreamsResponsible for the co-ordination of activities across multiple workstreams including: Business As Usual; Commercial Re-branding; Debt Management; Management Transition; Contact Centre IntegrationProgramme that included three key technical projects:Launch of a new C&W wholesale provision and assure interface Implementation of a 3rd party provisioning solution (Axiom)Migration of the Bulldog Customer Base to Pipex strategic platforms, including any required customisations to the target platforms.

Uxbridge, Gb

Project Manager responsible for leading the Requirements, Solutions & Acceptance workstream on the £10m+ Strategic Systems Replacement programmeI was responsible for managing the requirements gathering, solutions approval, SIT and UAT phases of the projectSole responsibility for the Credit Control workstream, documenting process and requirements, designing and assessing solutions and performing detailed testing.Developed competency using SQL for test and reporting purposes.I was actively involved in Business Readiness activities; leading training and awareness sessions and planning go-live activities for key departments.I coordinated the activities of key business stakeholders from the Contact Centre, Collections, Billing, Sales and Order Handling departments to ensure the solutions satisfied their requirementsI was responsible for the regular reporting of progress and issues on my workstreams back to the stakeholders from each business department and the executive management of the programmeOnly member of the project team to see through full end to end completion of the programme, from conception to complete launch and acceptance across both the Business and Residential customer bases.This programme resulted in:Successful completion of the implementation of a new, strategic combined CRM and Billing Platform.Migration of the entire B2B (50k) and Residential (500k) customer bases from the legacy platform to the new systemSmooth transition and launch of the new systemsDeveloped, delivered and had accepted over 5000 man days of customised functionalityAchieved significant cost reduction compared to legacy platformsRealised a complete handover of CRM and Billing systems to 3rd party support

London, Gb

The Collections & Network management team for the Manchester area is responsible for the collections operation for all ‘M’ postcodes. This amounts to approximately 1.2 million items per day. I was responsible for identifying opportunities for business process improvement, with targets for mail advancement, greater quality of service and cost savings.Projects included: Time & Motion studies; Route Optimization and Amendments; Fleet Usage Optimization & Branch Closures.Project Budgets ranged from £10,000 through to £1 million with timescales ranging from weeks to several years.The Royal Mail was a highly unionised environment with high reliance on its manual workforce and therefore effective change and stakeholder management were key to the delivery of any initiative and I had to undertake extensive Industrial Relations training.

Msc, Finance & Management

Education record