Continuing more than 15 years personal contribution to the SFIA global community (some paid, most volunteer)• Engage the global SFIA commnity of users and volunteers to share good practices• Encourage employers, educators, governments to adopt a common language for digital, data and technology skills• Develop content and guidance to support the effective use of SFIA globally - e.g. for skills based role profiles, skills assessment, mapping to industry frameworks and bodies of knowledge, • Facilitate SFIA web site updates with technical experts

• Lead the process to update the world's most widely used skills framework for IT, software engineering and digital professionals• Develop and publish SFIA 8 in 10 languages• Lead a global approach to stakeholder engagement - professional bodies, subject matter experts, large employers, government and public sector organisations, education providers and users in consultation.• Develop and execute a global marketing and promotional plan aimed at existing and new users to further position SFIA with the global community.• Develop, trial, improve ways of working, processes and tools to enable a continuous consultation approach so that future updates can be undertaken more efficiently.• Develop design principles and a design authority process, improve quality assurance to deliver a quality product

The Professional & Educational Activities Board (PEAB) provides leadership in the Society for activities related to the professional activities of practitioners engaged in disciplines such as computer engineering, computer science, information technology, information systems, and software engineering.

The Ad Hoc Committee for Competencies and Body of Knowledge works across and alongside the Information Technology and Engineering Disciplines committees. The committee provides expertise and advice to identify and develop opportunities for the CS to deploy competency based products and services. It is looking at opportunities to :# Raise awareness of and deploy industry standard competency frameworks (e.g. SFIA) to support professional and career development for CS members# Work with universities, technical institutes and to exploit industry standard competency frameworks to support professional education and accreditation and enhance the employability of IT / Engineering graduates# Work with industry and employers to close skill gaps, attract and retain talent and improve the performance and productivity of IT/Engineering professionals,# Align CS products and services with industry standard frameworks such as SFIA

The Ad Hoc Committee for Competencies and Body of Knowledge works across and alongside the Information Technology and Engineering Disciplines committees. The committee provides expertise and advice to identify and develop opportunities for the CS to deploy competency based products and services. It is looking at opportunities to :# Raise awareness of and deploy industry standard competency frameworks (e.g. SFIA) to support professional and career development for CS members# Work with universities, technical institutes and to exploit industry standard competency frameworks to support professional education and accreditation and enhance the employability of IT / Engineering graduates# Work with industry and employers to close skill gaps, attract and retain talent and improve the performance and productivity of IT/Engineering professionals,# Align CS products and services with industry standard frameworks such as SFIA

The SFIA Council is the Steering Group for SFIA. It recommends the strategy for the development and promotion of SFIA. I was invited to join to represent the views of the global SFIA User Forum.

The SFIA User Forum is a global community of SFIA users exchanging experiences and knowledge in order to help each other implement and manage SFIA. The User Forum also has a broader interest in developing the capability of Business Change and IT professionals whose roles and careers are covered by the SFIA framework.The forum is independent of the SFIA Foundation but the Leader of the User Forum is a member of the Council of the SFIA Foundation.The User Forum has grown to 1,500 members from more than 45 countries. Members of the forum come from a range of industries and cover the private, public and not-for-profit sectors.The hub of the User Forum is this members-only web site which provides the mechanism for forum members to connect with each other and for the contribution and exchange of knowledge, opinions and information concerning SFIA and SFIA-related activities.

Developing the capability of organisations and people • Implementing skills & competency frameworks • Performance management • Talent management • Employee engagement • Capability management • Professional communities of practice • Strategy development & implementation • Workforce planning • Transformation programme design & mobilization • Change management • Business process improvement

For a FTSE 10 global FMCG organisation (Finance transformation– 4000 global staff.Supporting global organisation re-design - developing standardized role profiles for Finance professional Job families.

Adoption & implementation of SFIA • Up skilling / cross skilling your IT workforce • Developing, implementing and sustaining IT communities of practice.• IT skills assessment • Impartial advice on IT skills assessment tools • Developing IT role profiles • Mapping skills based profiles based on SFIA • Supporting IT transformation programmes • Using SFIA to implement process improvements, validate Target Operating Models and Organisation Designs • Supporting the people side of IT process improvement projects e.g. ITIL, COBIT and CMMI • Strategic workforce planning and workforce development • Supporting the introduction of new IT strategies and architectures with the development of an IT workforce with the right skills in the right place at the right time • Developing an IT Learning and Development strategy and operational IT L&D plans • Developing compelling career paths and career development processes to attract and retain IT Talent • Developing technical / non-management and management career paths • Developing high performing IT organisations and IT people

For a FTSE 250 Global events / conferences organisation (IT Transformation programme – c 220 staff):Supporting HR Business partner and CIO to develop and implement a target operating modelOrganisation design, creating role profiles, job grading and SFIA skills mapping. Support for selection of outsource service partner and execution of redundancy / redeployment programme.

• Lead the process to update the world's most widely used skills framework for IT, software engineering and digital professionals• Develop and publish SFIA7 in 6 languages• Lead a global approach to stakeholder engagement across 19 countries - professional bodies, subject matter experts, large employers, government and public sector organisations, education providers and users in consultation. • Develop and execute a global marketing and promotional plan aimed at existing and new users to further position SFIA with the global community.• Develop, trial, improve ways of working, processes and tools to enable a continuous consultation approach so that future updates can be undertaken more efficiently.• Develop design principles and a design authority process, improve quality assurance to deliver a quality product

For a FTSE 100 UK general insurer (IT transformation programme – 400+ IT staff): Supporting the development of an organisation design to reduce cost and professionalise ways of working including Agile and DevOps. SFIA skills mapping, simplifying role profiles.Developing career paths Developing communities of practice and support for programme change management.

For a Global publishing organisation (IT transformation programme – c 500 IT staff): Supporting the development of a target operating model, organisation design and re-skilling to meet future business demand. Developing career families and communities of practice, SFIA skills mapping, role profiles, Talent management, developing career paths and workplace learning approach. Developing agreed strategies for culture, change management and learning.

For a FTSE 100 global manufacturing organisation: Developing a practical IT skills catalogue. Using SFIA to support appraisal and development planning. Uploading catalogue into SAP and integrating with organisational HR processes.

Supporting HR organisation re-design for >300 fte global HR function.Developing full suite of HR professional role profiles.Delivered collaboratively in short timescales to meet urgent deadlines.

For a mobile commerce start up organisation based in the USA (c 100 Technology professionals):Adoption of SFIA and developing role profiles and career development paths for technology staff.

For a leading UK financial services organisation (c 100 IT staff).Using SFIA to support IT workforce planning and re-skilling.

Global Business Analysis community. Developing a global Business Analysis community of practice (70 staff) for a global leader in cloud security – located across Ireland, USA, Taiwan and Japan.

For a FTSE 10 global FMCG organisation (Finance transformation– 2700 staff in 80 countries):Supporting global organisation re-design - developing career families and role profiles.

For a FTSE 10 global FMCG organisation (IT transformation programme – 1200 IT staff in 80 countries)Supporting organisation design and TOM projects. Developing role profiles / role design, SFIA skills mapping, creating L&D catalogue, career paths & talent management processes. Populating Cornerstone On-Demand Learning Management System for assessments and development planning. c. 500 individual job descriptions reduced to c.40 roles in 11 career families.

For a large provider of out-sourced IT services based in India (8,000 IT staff).Expert advice & mentoring - using SFIA to strengthen bids, resource management and to assessskills.

Formula 1 racing teamWorking with the IT Leadership team to use SFIA to develop role profiles and improve objective setting, performance appraisals & professional development for a leading professional motor sports organisation.

For a Global IT Services organisation – 700 staff in 70 countries and 5 main operating hubs worldwide.Aligning SFIA and ITIL to support global IT Services Transformation.Re-organising regional based IT Services organisation into a single global IT Services organisation. Creating single global operating model to drive efficiencies and effectiveness.Consistent approach to role profilesStreamline the number of profiles and improve the quality of role profilesIntroduction of standard job dimensions to aid organisation review and implementationDeveloped in conjunction with global IT Services leadership team and central OD teamProvide comprehensive communications support: executive-level briefing, detailed education f or subject matter experts and web pages and FAQs for IT line managers and their teamsRole profiles aligned to SFIA skills, SFIA skill levels and ITIL process areas

Responsible for:• Directing and implementing the growth of capability and skills of IT staff in order to develop the skills needed to execute our strategy and to improve productivity.• Designing and implementing a workforce development strategy to include an integrated approach to capability development, including training, talent management, succession, recruitment, retention, workforce planning, performance management, coaching, mentoring and employee engagement. • Using SFIA to map careers and skills development routes for our professional staff supported by learning curricula • Exploiting professional communities to raise levels of employee engagement.• I was invited to speak at the SFIA 2007 UK Capability Management conference to share my experience with 200 IT leaders across the UK – in particular the implementation of professional communities of practice.

Professional leader for more than 100 Consultants & Business Analysts.Developed the organisation’s Consulting and Business Analysis capabilities in line with business needs.Key Achievements:• Successfully developed and implemented significantly improved Business Analysis capability (including new processes, methods & tools, recruitment, professional communities, skills management and career paths).• Grew the number of fully effective Business Analysts and Consultants from 25 to c100 through recruitment and capability development. Significant cost savings by reducing numbers of expensive contractor resources.• Implemented a significantly improved performance management framework.• Career manager and coach for c30 senior professionals.• Leadership Development role, responsible for facilitating the engagement of the IT management community (c200 people) to develop their leadership skills and behaviours.

Lead consultant on a number of strategic assignments with our internal customers.Coached and mentored less experienced consultants.Key Achievements:• Benchmarked the organisation against the People Capability Maturity Model and mobilised a programme of change to improve our people management capability.• Developed the framework for the introduction of professional communities of practice within IT & Business Change and led the implementation.• Led the development of the internal Consulting Practice. Developed and implemented a learning and development strategy for the new internal Consultancy team (25 people) including consulting processes / toolkit and supporting career and skills framework.• Implemented a new performance management framework for the team.

• Led the implementation of people and performance management systems for this newly created Project Management and Business Change organisation (c 200 people).Key Achievements:• Developed a new skills and competency management framework for our Project & Programme Management community and rolled out supporting people management practices, including learning & development and career progression across the new organisation.• Established and managed a new Business Analysis team (25 people) through recruitment and capability development.

Led the change management activities of a major transformation programme. Worked with key stakeholders to implement the new end-to-end business architectures

Consulting assignments within the UK Financial Services industry. Focused on cost reduction, performance improvement and strategy development. Clients included Barclays Bank, Scottish Equitable, Scottish Widows, Lloyds TSB, Royal Bank Of Scotland and Royal & Sun Alliance.

Lead Business Architect for major change programmes. Worked with senior managers and other staff in multi-functional matrix teams

Implemented business process improvements. Developed business cases and project plans. Developed process architectures and business improvement methods and tools.

Successfully managed software development projects through the complete delivery life cycle.