Gerry Mcdonnell Email & Phone Number

United Kingdom

Illuminet Solutions specialise in service management, transition and change delivery for clients needing experienced, skilled, hands-on and trusted consultants either on a managed service or contract basis.Assignments have included: - Newcleo (Corporate startup building cutting edge lead-cooled nuclear reactors): Project & Porgramme delivery of new companywide systems from expense management systems to secure Document storage. Interim Head of IT Portfolio, led Agile rollout, led ITPMO setup from scratch including processes, guidelines and PPM toolng including Azure Devops and PMO365. - Tavistock & Potman NHS Trust: Development of Digital StrategyWorked with a team of SME’s and the client to complete numerous stakeholder workshops collating over 100 pieces of information. Analysis of capability assessments, competitor strategies and innovative opportunities to produce the final strategy recommendations, packaging for both public and board consumption. - Ageas Insurance: Programme Management of core system migration programme. Establishing and documenting key PMO processes and governance forums. Reduced unmanaged Risks and Asssumptions by 55% in 8 weeks. Built 20+ dashboards in Azure Devops for different stakeholder groups. Redesign of hiring protocols for key Agile roles.

London, England, United Kingdom

• Sparkle Malawi is a small charity which uses an in integrated model to provide education, nutrition, healthcare and community services to improve the life of children in Malawi. • Worked with the Board of Trustees, the CEO and the country director to develop their three-year strategic plan which includes efficiency, fundraising and growth strategies. • Deployed Hoshin-Kanri model to capture the main three year objectives, breaking them down into annual goals and individual projects to achieve them• The work has involved a lot of coaching in strategy deployment and the culture need to ensure its success

Kent, England, United Kingdom

• Brief was to turn around failed client migration programme to new in-house system. This expanded to include org redesign, Board reporting and emergency contingency planning.• Successfully redesigned workflow to meet conflicting operational and programme demands by introducing Agile framework across internal and offshore developers which considerably increased throughput of work• Commissioned external architectural review, which caught architectural deficiencies. Used the 4DX system to set and attain performance and scalability targets, increasing system capacity tenfold avoiding downstream issues. • Went on to work with IT leads to develop a two year tech strategy to include out of hours support, contract reviews, sunsetting of legacy systems, org design and associated cost savings. Made £200k in initial savings through restructuring and amalgamating systems from previously acquired companies • As COVID struck in February / March 2020, I moved to the general operation working with the Operations teams to develop a contingency response plan to the unfolding pandemic. This included the distribution of skilled personnel across Europe to maintain European flights from Frankfurt and Maastricht to the UK and Ireland as well as UK distribution centres and the early move of all admin staff to WFH.

Took planned sabbatical to spend more time with family, travel, learn, get parental affairs in order and devote time to volunteering.

London, United Kingdom

Objective: Transformation - IT Delivery, efficiency, transparency, reducing waste, increasing competency and providing better data for executive decision making. • Completed a 15-week LEAN diagnostic, analysing delivery systems and processes & developed/implemented strategy improving multiple KPI’s, lean processes & performance• Implemented succession planning, technical and behavioural competency models to develop and increase competency and service levels • Completed enterprise-wide Agile rollout using Product Led Model increasing overall throughput and shifting the culture to a more LEAN, data-driven mindset• Worked closely with C Level to ensure maximum productivity in line with business and financial objectives

London, United Kingdom

Objective: Transformation of global operations to reduce head office cost base and streamline processes• Set up a new 10 people strong department of LEAN Practioners and Business Analysts within 8 weeks• Oversae global initiative to reduce seat map production from 8 to 3 global follow the sun centres whilst reducing seat map creation time by 60% through standardisation of process and tooling • Completed sunset of legacy sports ticketing system, outsourcing build and maintenance of replacement to 3rd party reducing annual operating costs facilitating a YoY the growth of the sports business.• Analysed, planned and successfully migrated complex development operations from Sweden to Serbia significantly reducing operations costs

London, United Kingdom

Objective: Transformation - Removing the blocker of legacy technology to a quicker realisation of strategic objectives. Technical Debt reduction, DevOps implementation and people strategies to increase engagement and competence• Astutely directed a $25m capex and ops budget and an international technology workforce of 200 across 5 countries; boosting revenue by 36%• Implemented DevOps using in-house maturity model boosting E-commerce releases from 6 to 15 and achieving CI and CD on resale platforms achieving 2 releases daily. • Led disaster recovery operation for Commonwealth Games ticketing outage, successfully recovering multiple system failure to sell out the games and subsequent Rugby World Cup in record time.• Saved $950k in just 1 year through consolidation of toolsets and service contracts• Pioneered ground-breaking methods for managing Technical Debt, used as best example by Gartner which reduced measurable Technical Debt by 10% YoY• Led across sales, marketing, customer services, H&S, innovation, risk, M&As & due diligence • Part of a team which raised the market share of resale business to 44% while saving $750k, overseeing acquisition and integration of Seatwave & Sherpa ticketing businesses• Introduced multiple employee engagement strategies including, internal conferences, hackathons, apprenticeships, career planning and championing Women in Technology, reducing attrition by 41% • Negotiated at top-level to help secure a $15m investment; assuring the firm’s growth in line with strategic plans• Represented the company presenting at industry conferences in the UK and abroad • Proud Ticketmaster leadership award winner for unrivalled success in transformation and business conduct. Team awards include International PMO of the Year award from PMI and winner of four categories at Techworld awards

London, United Kingdom

Objective: Transformation of ailing Programme Office function to increase control over capital spending, increase the reliability of delivery, develop strategic planning and delivery process and create better data for objective decision making • Built team 35 PMs across 6 countries which successfully managed tech development for multiple events including the London 2012 Olympics, Commonwealth Games, Rugby World Cup and numerous high profile festivals. • Successfully managed multiple system migrations and reduced time to complete new country/merger implementations by 55%• Transformed control and predictability of £20m+ of capital projects implementing new strategic development and management process• Introduced Kaizen via Projects and Process office (PPO) identifying £44k in savings in first 6 months. • Launched enterprise-wide Agile rollout across 400 tech staff in 8 locations in 6 countries• Rolled out time tracking and resource planning tooling achieving 95% compliance in 4 months • Reduced plethora of conflicting SDLC processes to a single version reducing overall portfolio risk and waste• Implemented resource modelling, road mapping, full lifecycle management and single point accountability via steering groups• Pioneered internal “Dependency Master” tool to manage programme dependencies, reducing project delays by an average of 30%. • Initiated PMO audits, performance management, governance and value stream mapping to maintain standards

London, United Kingdom

• Assumed responsibility for newly created e-Commerce function as a result of Ticketmaster and Live Nation merger. Led on next-generation technical development strategy across all 15 markets.• Initiated cost-saving program to bring all mobile site development and management in house. Led strategic initiative to redesign front end of all TM websites• Introduced SCRUM to the organisation and effectively managed complex employee engagement program, identifying and resolving process inefficiencies and streamlining communications.

London, United Kingdom

• Rapidly progressed from a Live Nation senior manager to senior director of project and product services• Overhauled Digital operations, build new teams & introduced pioneering technology to smash commercialisation targets• Introduced KPIs and aligned the firm’s IT infrastructure with business priorities; driving revenue growth and profits

London, United Kingdom

• Delivered second generation Live Nation websites to 15 territories in 13 languages on schedule in 3mths. • Introduced SCRUM as part of a corporate objective to move strategic digital control from US to local management.• Secured funding for next-generation website build and delivery of bespoke CRM for global markets.

• Managed £Multi-million projects including corporate rebranding and all associated guideline adherence. • Implemented PRINCE 2 methodologies across 3 regions including financial tracking and document management systems. • Provided support and governance to business-critical IT and strategic transformation projects.

Surrey

London, United Kingdom