Phil Markham Email & Phone Number

London, Gb

Business analyst /project manager working on systems implementations and business changes in a global multi-media and entertainment conglomerate. Projects have ranged from technical (IT/networking) to business process improvement; including data analysis, interfaces and software implementations (Whats'On and Rightsline)

London, United Kingdom

Senior business analyst supporting the business teams through serial implementations, helping the teams through technological change and process improvement in their digital publishing, financial and royalty systems. Successful in helping this online publisher/IP business to make a leap forward in back office functions. The role involves everything from data modelling and requirements gathering through to definition of approach, process mapping and alignment, interface design, testing, identifying dependencies and managing risk through the implementation of BiblioLIVE, Sage X3 and a new royalties system.

London, United Kingdom

A business analyst role responsible for defining and improving the complex end-to end linear and non-linear broadcast supply chain whilst supporting new initiatives, such as channel launches, new system implementations and system upgrades. • An examination of the current end-to-end media asset supply chain processes, using enterprise process mapping, diagrams and modelling and drawing on information from all areas, cross-departments, cross-system, cross territory (EMEA)• Updated flowcharts with improved structure, additional diagrams drawn in BPMN 2.0, systems definition narratives, now consistent with other systems knowledge and supporting the supply chain transformation programme• The projects and outcomes in this role to date have included outsourcing of EPG services to Tivo, (co-leading the delivery part of the project, as-is and to-be process analysis, integration testing with distribution points, such as Sky, Vodafone and PPS); Airtime sales traffic system (Requirements gathering, test design and execution, interfaces with channel and Landmark airtime sales system), Media content ordering system (project managing a series of software improvements); TNT Nordics channels (process re-design and implementation, in-sourcing of presentation teams, major channel launches across Scandinavia), Competitions database RFI - requirements gathering, process management and stakeholder co-ordination for the changes required to comply with GDPR and support the sponsorship business model

London, United Kingdom

Working alongside the Finance functional leads and for the Finance Transformation Programme, the role directed, managed and co-ordinated the delivery of activities on a complex transformation programme.• The Decision Support transformation project had been in analysis mode for well over a year before I joined. I gave the project the kick start it needed moving into the implementation phase, and then simultaneously delivering Hyperion Planning, management reporting systems and a new offshore organization to receive it. Other spin-offs were measured improvement in output of delivery teams, increased business engagement and successful transition to a new application support partner• The role included planning and delivery, governance and reporting, running large senior stakeholder meetings for the Decision Support functions (management reporting, budgeting and forecasting), managing external suppliers - plus dependencies, actions risks, and issues • I provided expert support for functional leads and directed project teams by defining the approach, identifying issues and challenges within the project teams locally and internationally. At the same time I oversaw the organization design, recruitment and migration, training and cutover in line with the “transform and shift” approach mid-way through a 3 year multi-million pound programme• Reporting to this role were 6 project managers, including external suppliers, change managers HR and IT professionals, a wider team size of around 50

London

On behalf of the FrematleMedia Group I was in charge of a team that managed changes to systems that had an impact on one or more departments, including the in-house royalties system, the international SAP platform and our IT service management platform.The main objective was to enhance existing systems so that the Group could gain efficiencies and obtain better returns on investment for the benefit of all systems users. During my time at Fremantle I was involved in two major transformations and a whole host of smaller value add initiatives.For the rights management systems we recently adapted the sales and royalty systems in order to automate processes and interface into SAP for the IP division of Fremantle. Prior to this my main role was to lead a programme which sought to re-engineer, redevelop and integrate processes between our legacy sales/royalty management systems and SAP whilst, at the same time, the underlying technology was being modernised. I originally joined Fremantle reporting directly to the CFO to implement SAP as part of a finance transformation which resulted in the implementation of a shared services centre and a global blueprint which was rolled out to over 10 countries. Follow-on projects included management reporting (BW), budgeting, an a re-design of the SAP authorisation controls. In 2012 we implemented an IT Service Management System after having evaluated opportunities to bring improvements in IT service management in a multi-sourcing environment. Reporting to the Director of Operations this involved an extensive review of service contracts and preparing the IT service teams for business process management changes, assisting in the transition of the main outsource IT service provider and selecting an integrated IT service management tool, now being implemented. The processes in scope for this phase of automation were Service Portal, Starter-led Request Management; Incident Management and Access Request Management.

London, United Kingdom

I was a Senior Consultant at PwC, my main clients were in the media sector, including Siemens/BBC Technology outsourcing deal, the carve-out of NTL Broadcast, the buy-outs at two smaller digital TV channels and a broadcast technology review of a leading global sports channel. I worked on global finance transformation programmes, looking at the potential for delivering quality improvements, new systems and cost savings. I also managed and providing expert process/controls design content to Sarbanes-Oxley projects in the Telecoms sector, at home and abroad, with clients such as Telenor, OTE and MCI.

London, United Kingdom

A contracting role in the PMO - setting up the business case, financial model, systems and controls at the heart of a £100m programme office.

London, United Kingdom

In charge of a team focused on both P&L and Capital budgets and forecasts, with the added responsibility of consolidating information from around the BSkyB Group in a fast paced commercial environment.This Included - monthly reporting against forecast, with full variance analysis, presentation and discussion of results with operational management and the Executive.- Recruiting, managing, coaching, training, development and appraisal of a team of around 5 recent graduates through to 3y PQE ACAs.- Working closely with the technology teams on large projects (IT transformation, technology infrastructure projects) and operational management, including engineering support, broadcast development, graphics and the full broadcast cycle from studios to transmissionI gained extensive exposure to large complex technology projects, change management and operational finance processes and an thorough understanding of IT budges and plans.

London, United Kingdom

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