Leading a programme transforming M&S financial data capability as part of an SAP ERP transformation

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A major retailer was transforming its group Finance Function. Michael defined and set up a Transformation Management Office that would enable successful delivery.

A leading UK retailer was put up for sale by it's private equity owner. The retailer had between 100-200 stores nationwide. Michael led the IT work stream, shaping and managing all IT elements of the sale.

Michael is led a team of North Highlanders working across John Lewis’ portfolio of IT programmes, managing the design of the operational state and the successful transition into this.

Michael led a work stream that shaped a £30m programme transforming their core IT systems and ways of working. As part of this he defined and agreed the outputs, plan and approach to deliver the changes globally.

Michael led the teams delivering a number of Workday modules to North Highland’s UK business. This included HCM, Payroll, Benefits and PSA.

Michael led the development of key technology business cases, working with technology suppliers and Stagecoach bid team.

Michael led a work stream reviewing and improving Sainsbury’s Digital Engineering team’s processes, including support and capacity management.

Michael established a Digital PMO function at Low Cost Travel Group (LCTG) to enable informed management of their technology projects at both a project and portfolio level.

Michael formed a team to understand Vodafone’s current BA structure and capability and develop a plan to transition to a new North Highland led BA capability within Vodafone.

Michael formed a team with two other North Highland colleagues to deliver all technology-related elements for a rail franchise bid. This included assessing the incumbent train operator’s as-is state, building the case for the to-be state and the plan to transition to this.

Michael led the Technology work stream, defining the as-is technology operation of the incumbent train operator and carrying out an assessment for transferring this to Directly Operated Railway ownership.

The Rail Delivery Group is an industry wide body that brings together the leaders of the Train and Freight Operating Companies with Network Rail. The Asset, Programme and Supply Chain Management working group is delivering industry-wide change projects relating to: how the industry plans its work; how it works together to design and deliver infrastructure projects; and how the industry works together to manage assets. These have a mid-range saving potential in excess of £650m over the next five year control period.Role: Jointly lead the Project Management Office support to the working group and project manage one of its change projects establishing alliance-style relationships between Train Operators, Network Rail and Contractors on infrastructure enhancement and renewals projects.