Phil Morris Email & Phone Number

Hired to cover the period between one CIO leaving and the next joining. National Grid ESO is at a unique point, with huge transformation in the energy market, but also separating from National Grid group to be a government owned independent entity. My role was to:- 1. Help the IT team and partners arrive with the new CIO as well as possible. The ESO IT team had seen a lot of churn within the leadership and needed stabilising 2. Evaluate the technology landscape to make recommendation of technology choices for the strategic change agenda, including buy/build and agile/waterfall etc. There are a number of very large investments (£50Mil to £200Mil) to deliver securely to ensure the ESO is capable of fulfilling it’s role in the centre of the UK energy market 3. Support the creation of the business plan submission to OFGEM including all change delivery milestones. The relationship between OFGEM, the ESO and other industry stakeholders is complex and the Business Plan set the cost benchmarks and milestone deliverables for the next planning period. The IT components of this plan are critical to the transformation of the UK energy market and the energy security of the UK. The new plan was developed during my time with the ESO. Key to the Business Plan was ensuring all the projects deliver promised capabilities on time and to an agreed cost; to ensure the ESO Exec team understood the portfolio of change and the volume of change going forward the team executed a ‘Deliverability Review’ which successfully repositioned the project portfolio, documented all dependencies and checked every project budget. 4. Re-invigorate IT recruitment. In my time with the ESO we successfully accelerated recruitment hiring 28 key appointments. I achieved all the above objectives and handed over successfully to the new CIO. Happily I handed over a happier, healthier and more transparent IT environment, which now has a great relationship with the wider business and Exec team.

Uk, England, Gb

Appointed to drive the transformation of the Technology function and landscape. This transformation covered all aspects of the technology function within Kier including staffing, technology and suppliers. During my time with the function I drove the outsourcing of commodity IT to Wipro, rebuilt the management team and operating model, refocused the IT strategy to centre on business needs and process/application simplification, and greatly reinforced the IT ‘professional’ functions retained by Kier. The cost transformation has seen the opex budget reduce by over 50% with more to come in 2021/22. The capex. budget is under greater control and focused on achieving business benefit. Introduced agile delivery for key platform replacements. Improved the relationship with the wider Kier Group business to ensure better communications, alignment with new pipeline planning and budgeting. The project landscape has been rationalised to ensure focus on the Kier Group strategic priorities reshaping the company and supporting it’s recovery objectives. During 2020, and whilst in the middle of all the above we have also supported the virtualisation of the business with all non-site functions moving to remote working. This involved the roll-out of a large number of laptops, re-building remote access and improved IT security whilst supporting the business, which remained fully operational throughout. Now building the future digital agenda and shaping the Future of Work for Kier as a fully hybrid business.Evaluated G-Suite, building a new enterprise data platform and started the move to hyper-scale cloud were all done during my time with Kier Group.

London, Gb

Appointed Group CIO/CTO following re-structure of the business. Reporting to the Group CEO responsible for a team of c.700, operating budget of £230m and investment budget of £200m annually. • Member of the Chief Executive’s Committee and part of the core project team radically modernising Royal Mail Group following its privatisation. • Created a platform strategy and implemented an operating model to consolidate and modernise processes to facilitate huge reduction in application overlap and duplication, driving savings and business agility. Built an in-house specialised software engineering function to build differentiating software capabilities, and a data science team to drive insight based decisions from business data. • Drove process simplification and improvement including Robotics Process Automation, and Artificial Intelligence which achieved savings of £26m in the first year through labour savings and process improvement. • Successfully oversaw data privacy (GDPR) compliance projects across 46 different systems. • Replaced the IT supply chain with an ecosystem of suppliers acting in concert realising savings of over £36m p.a. with improved customer service and performance. • Implemented agile working with an investment cadence of 90 days for the majority of the investment portfolio, significantly increasing revenues for the UK Parcels and International businesses of over £150m. • Reduced operational budget year on year while achieving greater value for investment saving 55% of BAU run costs on a like for like basis during my tenure. • Enabled business growth and cost reduction in many hundreds of millions pounds across the operating and functional units of the organisation.

London, Gb

Appointed Group CIO. Driving the project portfolio, approximately 110 projects of varying sizes and complexities; completed the transition of all services to new IT suppliers c. £300Mil p.a. run costs; created a new IT strategy (from Get Safe to Get Agile) including a significant culture change program aimed at improving digital agility, and initiated the creation of an in-house software engineering team to further grow the technology team and capability. All whilst managing within budget.

London, Gb

In preparation for the IT functions transformation, I was asked by the newly appointed CIO to take control of a significant part of the wider IT Function. The objective was to transform the function into one that could sustainably support Royal Mail in its business transformation, drive project delivery and innovation, and expand in both staff numbers and capability. To do this:• Technology had to recover from decades of poor investment decisions that had resulted in a very old and unsupport infrastructure and a department that was subscale and non-performant. • re-tendered the outsourced scope from the old monolithic contract to a set of stable, best of breed contracts.• In parallel delivered systems for new product and service launches, improved customer interaction and deploy technology to counter the decline in core business volumes (letters), whilst capitalising on the growth in e-commerce related parcels.• Provide enabling technology to support the growth in digital services both for Business and Consumer traffic.• Grow and acquire the skills necessary to own Royal Mail’ strategic technical directionProvide stable and modern infrastructure and applications that were engineered for the stability required by the customers of a £10Bn company and a vital part of the UK communications infrastructure.

London, London, Gb

I joined PA Consulting Group as a partner with specific emphasis on further developing PAs capabilities in support of customers seeking IT and Business Process transformation. I lead the sale of consultancy services to Royal Mail in June 2011 winning a significant assignment to support the strategic turn-around of the IT function.

Following the successful integration of Morgan Chambers into EquaTerra I decided to realise a long held ambition to travel AsiaPacific with his wife.

Post the acquisition of Morgan Chambers by American competitor EquaTerra, Phil was responsible for the combined company throughout Europe and Asia, answering to the global CEO. Responsible for 130 staff in eight countries, predominantly delivery consultants, but with the full suite of finance, sales, marketing, PR, and administration staff and functions.Phil played a key front-line role in selling and delivering key projects retaining the executive engagement role for many clients and sat on numerous executive steering committees from assignment inception to completion. Throughout his time with EquaTerra he was an active delivery consultant, taking specialist key roles in projects to ensure successful delivery.Phil was a member of the global executive, representing the Europe and Asia business as well as global functions resident outside the USA. He played an integral role in the sales and sales support functions of the organisation ensuring the continued sales success through the company integration and up to his leaving the company. Example clients include:Clariant – demerger from Sandoz and Global ITONovartis (including Ciba and Sandoz pre-merger) Group Strategy and IT transformationITV – Transformational ITO and BPOUCB Pharma – F&A Shared Service creationRolls Royce Aero IT Organisational DevelopmentBP Offshore shared service centre creationBarclays – retained shared services strategyShell - service and supplier strategyNordea – ITOLinde – F&A BPOStandard Chartered Bank - ITO

Gb

I was responsible for all client activities of the company from proposal to assignment completion, as well as long term client relationship management. A founder member of Morgan Chambers, I was always an integral part of the consultancy delivery capability. A highly capable strategist with excellent communications skills I work well with all seniorities within client environments.I was a major part of the development of the Morgan Chambers consultancy from 4 people at inception through to 130 people and £16mil. pa. turnover. Posts held include Consultancy Director and Chief Executive whilst at Morgan Chambers. I ran the project to sell Morgan Chambers to EquaTerra during 2006/07, being the hands-on driving force planning and negotiating the deal.

I worked within ITSA-TSI, the IT arm of the Department of Social Security. Undertaking the design, development and commissioning of environments for many of the benefit systems of the organisation. I also designed, and project managed the build of systems and services to combat fraud through data matching and analytics within the benefit services and organisation.

As a consultant and senior applications designer I worked for many clients including BICC (Metals Trading Account systems), Southern Electricity (billing system), ICL on the design and development of the CRISP Engineers helpdesk and support system and UK Government DSS (Income Support project).

I joined this Stock Exchange back office bureau as a computer operator, then transferred to the applications development and support function first as a cobol programmer and then designer.

Education record

Education record