Business and IT Advisory consultancy, for IT Strategy development and large IT Transformation, Business Change and Enterprise system programmes

Leonardo MW Ltd is the UK regional subsidiary of Leonardo Spa (Italian parent company with €25bn turnover). It was formed in 2016 from the Selex ES, DRS Technologies, FinMechanica UK and Agusta Westland Helicopters businesses. It has £2bn turnover and employs over 7,000 people in the UK.Reporting jointly to the Corporate CIO in Italy and the CEO of LMWL, the role was newly created to establish a single IT organisation for the UK region, and ensure the UK information systems strategy delivered on both the corporate and UK business priorities.Key achievements include:• Consolidated outsourced support contracts, saving 20% on the total IT organisation cost • Re-negotiated a single UK mobile contract saving 30% on previous costs• Developed a UK SAP Strategy, to migrate from separate legacy SAP platforms to S4 / HANA• Achieved Cyber Essentials Plus accreditation (cyber security compliance with UK MoD) • Defined the Digital Transformation strategy

Rotork are world leaders in pipeline valve actuation and flow control, with a turnover of £600m, and over 5,000 staff located in 40 customer focused project sales offices and 27 factories around the world.Reporting to the CEO, the role was accountable for global management of information systems and technology, global ERP implementation leadership, and enablement of the business strategy by IT. Key achievements include:• Building a central IT function to support a fast-growing and highly acquisitive global company• Aligning the IT Strategy with the business growth strategy of geographic and product range expansion• Delivering a global ERP implementation, across 40 sales subsidiaries and 27 factories worldwide• Replacing ageing and inadequate legacy systems and infrastructure with up to date mobile, agile and intuitive applications geared to automate, inform and enable the workplace.

My own strategic change management consultancy, focusing on intervention and support for IT-enabled business transformation programmes.2008 – 2009: Working for the Director of Strategy and Change at Invensys Rail, developed their enterprise system programme, educated the executive team, built the business investment case and secured the full £5m funding. Delivered the project scope, built the programme team, ran vendor selection, and planned and initiated the implementation programme all within the contracted timescales and significant client satisfaction2007 – 2008: Working for the Finance Director of The Crown Estate (the company responsible for the property portfolio of the monarch), led the change management stream of a £4m enterprise system programme. Responsible for: stakeholder engagement, benefits realisation, organisational change, internal & external communication and all training delivery. The project was delivered on time and under budget.2001 - 2002: Led an IT-enabled business change programme for Mourant, the privately owned, multi-faceted Jersey-based financial services business (£100m turnover), integrating the divisions and core processes, focused on administrative cost reduction, through the integration of the core data and processes of the business divisions.

Kelly Services is a global recruitment company with revenues over $5bn and operations in 30 countries.The role was responsible for a team of 55 staff delivering projects and IT support to 15 European business operations. Key achievements include:• Developing web applications and mission-critical weekly payroll system for 100,000 temporary workers, to increase process efficiency and employee satisfaction• Reorganising IT Operations Europe-wide around an ITIL-based regional support model, improving satisfaction and service levels, and reducing operating costs by US$1m per annum• Deploying a common ERP solution (Microsoft Axapta) to operations in Switzerland, Russia, and the Baltic countries with associated business change and standardisation of infrastructure

Electrocomponents (trading as RS Components in many countries) are a UK electrical goods company (£800m turnover) with increasing dependence on the Asian marketsI was the General Manager responsible for the Enterprise Business Systems Strategy for the Asia Pacific region. Key achievements include:• Unifying the 4 sub-regional businesses across 9 countries into a single regional entity with clear goals and effective processes, and recruiting a team of 11 from the UK HQ and across the region into the key roles of the regional team• Implementing JD Edwards as a regional ERP system that led to a new and successful regional operation

I held 4 roles in my total of 8 years at Glaxo Wellcome:Information Systems Director, Asia Pacific (1997 – 1999)Reporting to the Regional VP and responsible for IS across 16 countries, a total IS staff of 200 and annual budget of £40m. Key achievements include:• Reducing IT support costs by 20% through the implementation of SAP in the 7 largest markets of the region• Implementing a 9-country Regional Supply Chain solution using the Manugistics software, resulting in a £9 million saving in inventory on implementation.International Information Systems Support Manager (1996 – 1997)Reporting to the Director of International IT, and focused on all manufacturing operations globally. Key achievements include:• Leading the SAP system stream of the global ERP implementation, gaining education and experience of MRPII Class ‘A’ manufacturing principles, and implementing in 9 countries, 2 of which achieved Class ‘A’ levels of performance.Manufacturing Systems Manager (1994 – 1995)Reporting to the Programme Director for World Class Manufacturing. Key achievements include:• Leading the information systems delivery stream of a business change programme, that resulted in a world class accredited manufacturing business and cost savings equivalent to 40% of turnover.Information Systems Manager, Manufacturing Operations UK (1992 -1993)Reporting to the UK CIO and managing IT staff across 3 UK sites supporting a £350m business manufacturing & supplying pharmaceutical products to the UK and 24 countries overseas. Key achievements include:• Ensuring FDA and audit compliance by implementing a Total Quality approach to IT with rigorous validation standards• Improving business support and reduced support costs, by outsourcing the application support team (23 heads).