Mark Lang Email & Phone Number

Overall responsibility for the delivery of Programmes and portfolios for the Energy, Utilities, Technology and Manufacturing Sector with 50 Accounts with a value of c £100m p.a.Accountable for the overall portfolio delivery against contracted schedules and budgets.Delivery of innovative technologies encompassing applications, big data, Cloud, infrastructure and networks projects delivered using Agile and waterfall methodologies.Leadership of Project teams based in the UK and off-shore. Responsibility for the overall sourcing, resource management, procurement, Supplier Management and delivery aligned to DXC’s Global delivery framework.

Overall responsibility for the delivery of a portfolio of projects and Transformation Programme to Leonardo reporting into the Leonardo CIO and Head of IT.Leadership and management of a team of project managers.Developed strong Customer and Supplier relationships to enable the effective governance and delivery of the programme of work into Service. Establishing and management of the Programme governance including Steering board, Programme Board, project assurance, standards and audits.Overseeing the effective use of resources, aligning individual project schedules with Client to meet contractual and business needs.Responsibility into DXC for the portfolio against cost, financial commitments, cash flow and operating margins.

Overall responsible for the delivery of a portfolio of over 150 projects to BAE Systems covering applications and infrastructure projects to contracted schedules and price.Delivery responsibility from Business Needs, pricing, solutioning, technical and delivery governance through to transition into Service using ITIL Service Management principles.Management of all Suppliers and 3rd parties into DXC to ensure a consolidated delivery to the CustomerDeveloped a governance model with the Customer meeting their defined Project lifecycle and responsible for any corrective actions. Developed strong Customer relationships utilising the Customer’s governance model and Customer facing role with delivery responsibility for approx. 35 Project Managers.

I was responsible for a programme of work for the F-35 programme. Responsibility for the delivery of a complex cost management system consolidating data from multiple sources to provide a gold source financial view of the F-35 Programme for BAE Systems.This was a client facing role and with day to day responsibility for the delivery of the Portfolio of application development, infrastructure, Business architecture and business process design projects.

South West

I joined BT Global Services as part of a bid team, working in partnership with HPE, for a £multi-million Transition and Transformation programme for a Large Government Department in Cheltenham. After contract award, I was responsible for the Transition and Transformation Programme of work

Farnborough / Salisbury

Serco required a Senior IT Manager to turn around a Key Account - DSTL, an agency of MOD. I was recruited to establish a Delivery Unit including a Programme Management Office, Business Solutions, Project Delivery and Resource Management functions. The role was Client facing establishing and developing relationships with senior Clients up to and including Director level. I had responsibility for the overall P&L and delivery of the Portfolio of projects worth approx. £30m TCV utilising MSP and PRINCE2 governance structures. This included scoping new work, pricing and delivery through to Service integration.

London, Brussels

Marsh required an experienced Senior Manager to consolidate all project delivery capability from various units across the UK into a consolidated development centre of approximately 75 team members, then to deliver a portfolio of Programmes and projects whilst developing the core capabilities and skills of the team.I established and managed a central Delivery function and a team split between pools of Project Managers, analysts, developers and an independent test team.The portfolio of projects that I had delivery responsibility for included an ERP implementation, applications development and infrastructure projects. All projects were transitioned to Service utilising the ITIL framework.

Heathrow, New York

Role - SAP PMO Manager The BA Engineering Department embarked on a £100m Business Transformation programme, replacing all of their engineering IT systems (170 legacy applications) with 18 SAP modules. The scope was 8,000 users in 175 worldwide locations. The programme included working with multiple partners.I established the Programme Management Office with responsibility for governance, risk and issue management processes and reporting for the programme. IT Portfolio Manager for BA OperationsI implemented a framework to track and report on a portfolio of projects delivering to BA’s Operations Department for the top 50 projects resourced by over 800 staff. After implementing the framework, I took responsibility for developing a portfolio for the overall IT Department (approx. £100m p.a.) for BA, reporting to the IT Director.IT Programme ManagerI managed a delivery unit of approx. 100 staff, including contractors and 3rd parties, developing and supporting systems for BA’s Head Office function and North America businesses. This included the Finance and HR systems.IT Manager Deutsche BA (DBA), GermanyI was seconded to launch a new airline in Germany. I was responsible for establishing the Head Office functions, including the finance and passenger revenue systems. IT Project Manager Corporate DepartmentsI joined BA as a Project Manager with the responsibility of implementing a new Charge Card for BA Corporate Customers, working with other major European Airline partners.