Steve Perkins Email and Phone Number

Reporting into the WPP IT Global Operations Director, Steve is responsible for the portfolio of programs sponsored out of WPP IT Operations. Working with businesses, vendors, sponsors and architecture, Steve is responsible for taking ideas through strategy, inception, mobilisation, execution, exit and value realisation. Steve’s portfolio includes:• Cyber:o Deployment of threat detection tooling and the setting up of a global Threat detection managed service covering 140K users in >500 companies across >84 countrieso Deployment across the full WPP estate and subsequent upgrades (including migration to Saas) of security tooling for vulnerability management, Anti-Malware and reporting: Qualys, Sophos, MDE, Panaseero Migration of externally facing applications and services into Cloudflare to provide WAF/DDoS protection and MFA via OKTAo Vulnerability mgt: setting up and running a vulnerability management service across WPP, remediating tool deployment and Vendor remediation services.• Risk and Complianceo Implementation of a Privileged Account Management solution and support service over 6K on premise servers across multiple countries and companies.o Global SOX Remediation program, discovering audit control gaps, reviewing deficiencies and then implementing standardised RACMs, SOPS and IUCs across multiple business unitso Implementing Sailpoint as an IGA solution, automating JML for key business unit.• IT Asset Managemento Implementation of a new global ITAM function and capability maturityo Implementation of HAM and SAM Pro Moduleso Implementation of software metering discovery tooling for the end user estate

Stephen’s role at AWS was the Capgemini Projects Delivery Exec for Anglian Water delivering application, infrastructure and cloud migration projects and Programs for Anglian Water Services within a complex ecosystem framework.

Stephen took on a successful resource augmentation role to provide global program management for a CEO mandated Program to deploy backup solutions for servers missing backups across the WPP global estate. Stephen’s responsibility was to define, set-up and execute this program to complete within a very aggressive timescale. WPP is a complex global organisation supported by an equally complex supplier ecosystem and the role required passion, vision, leadership, deep program and delivery experience, C-level stakeholder skills and sound commercial experience. The role also required:• Preparation of investment cases for new products, identification of new backup solutions and the introduction of those backup services.• Implementation of governance and reporting across with suppliers, WPP IT CIO, Opco CIOs, regions service delivery tower leads and other programs• Implementation of project and program rigour and methodologiesThe success of this project led to additional projects for Steve which also included:• AV server migration investment cases to take the WPP IT investment board.• Similarly scaled backup program for Kantar• Management of supplier remediation Programs for backup and storage• Remediation of supplier Program for storage migration to cloud• Program to remove EOL HW&SW for backup servers,• Global Sophos Server Endpoint migration program

Stephen’s short secondment to Capgemini’s Group Delivery function was to gather requirements on behalf of Capgemini group entities to develop a business case to input into the Group IT Global CMDB program to address the quality of asset management across the whole of Capgemini.

Stephen successfully took on the role of Transition Program Director to recover a failing Transition a month before go-live. Transition included:• Transferring End User Service and Service Desk services from the incumbent (Computacenter)• Implementing Intelligent Service Centre tooling for the Service Desk• Implementing support teams in India and the UK• Implementing a new Service Integration service and toolingStephen then remained as Transformation Program Director with a scope of:• Transforming the SI service and tooling to the next level• Transforming the Citrix/VDI environmentStephen was then asked to remain to lead the business programs, growing the portfolio from nothing to £11m p.a. in just over a year with 4 Program mgrs and 26 PMs. These Programs included:• Windows 10 roll-out for 30k users, including retail, contact centres and Branches.• O365 on premise migration to Cloud for 30k users• Future Branch Transformation, IT installs following refurbishment• With many other projects such as Skype for Business, McAfee Anti-Malware and DLP, Future Cheque

Stephen’s role here was to build a business case for building a new global SACM organisation within Capgemini Infrastructure services, taking it through funding and approval stage gates, then setting up and running a Program to create this organisation, and then finally to run the organisation of 180 SACM professionals across the globe. Key achievements:• Creating a brand-new organisation within Capgemini• Transition based approach to define and implement the new organisation and transfer staff, including defining new job families, job paths, HR grade structures, employee communications, new governance, budget, and finance to manage the new organisation• SACM Offer development, definition of global standards, tools, and processes• Business case and Program to deploy BMC ADDM (discovery) globally within Capgemini to achieve c.$30m of savings

Stephen joined the 500+ strong Global Infrastructure organisation to support the CIO with the transformation of the Global Tools and Systems (GT&S) organisation. Stephen’s responsibilities included:• Re-defining the GT&S organisational structure to align better to strategic objectives• Remediating and implementing new governance between the GT&S and the country organisations and accounts• Remediating struggling global Programs • supporting the CIO and head of infrastructure services in global supplier negotiations• Development of business cases.Whilst the role required many client and supplier engagements, it was primarily an internal role, but one which required engagement with the global infrastructure leadership team, and with the senior execs and heads of business units across all regions.

Stephen took on the role of Program Director to recover the failing Mobilisation Program for this first-generation outsourcing client. This was a 3-month intensive activity that was highly complex and required strong stakeholder Mgt within Capgemini and the client organisation. Following mobilisation Stephen was then responsible for completing Transition which included: • Implementation of a new Service Desk and tooling• In-Flight projects (infrastructure and applications)Following the successful completion of transition, Stephen took on the role of Program Director for the new business portfolio which covered several business areas within the EA:• From designing, building, and migrating applications into an IL3 enclave, to• New functionality for existing applications, new business processes and applications for the client’s flood and Coastal Risk Management, and • Many other projects in between, utilising niche 3rd party suppliers in the ecosystem. Project sizes ranged between £30k to £1.5m in size and often required to be designed for both the as-is estate and to-be estate depending on the stage of transformation. Project methodologies included Agile and waterfall and Stephen grew the Program portfolio from £8m p.a. in 2010 to £21m p.a with 6 Program leads and over 50 project managers by the time he left the account in 2013.

Sector Delivery Director for the UK MRD Sector (which comprises of Manufacturing, Retail, Distribution, Travel & Transport and Financial Sectors). A sector focused with teams of over 300 staff (plus Offshore teams) across multiple Application Management Service Centres providing Application Development and Maintenance solutions, programs and services to 35+ clients

In this role Stephen was responsible for ensuring the success of all Rightshore (On-Shore, Nearshore and Off-Shore) activities initially in Capgemini Application Outsourcing Europe and then the Globally. With direct reports from each country, the role included:- Establishing Rightshore Champions in each country and business unit- Establishing common standards (rate cards, roles, cross business unit billing)- Defining, setting up and then and supporting Rightshore ratio targets and identifying and implementing Rightshore initiatives (i.e. Back-Office Mutualisation, Rightshore Delivery Models, Collaborative resourcing, bid support etc)- Developing global Apps related offers across regions.

This role was responsible for managing several Application Management Service Centres (AMSCs) in the Midlands, Wales and West of England. These AMSCs provide Application Management and Development solutions, programs and services to 40+ high profile customers. With full P&L and business growth responsibility for those centres, Steve was directly responsible for over 230 UK staff as well as offshore staff with key responsibilities as follows:- Accountable and responsible for the financial success of all Delivery Centre Accounts through world-class cost control, waste eradication and customer management- Development of strong relationships with clients and delivery teams across international boundaries as necessary to generate new business and grow the accounts.- Risk management with effective and timely mitigation. - Supporting and owning AM solutions for opportunities, new name and otherwise, from the Delivery Centres- Full people management responsibilities (development, recruitment, performance appraisals, compensation etc)

Diageo is a FTSE 100 CPMG company whose brands include many familiar wines and spirits. Diageo is based in over 200 countries with 24,000 staff. The major markets are UK, Ireland, North America and Spain. Diageo outsourced their global IT infrastructure services to IBM in August 2003. The scope of the deal included all infrastructure and e-hosting services.Steve’s responsibilities included managing over 240 staff in 27 countries providing Global and EMEA services primarily out of the UK, including:- Setting up and managing an international delivery team- Customer and Supplier management- HR and TUPE transfer of staff- Managing to budget and cost efficiencies (which included aggressively off-shoring work to India)- Delivery to stringent Service Levels and KPIs- Customer Satisfaction and Opportunity management (new and growth to existing services)- Service Management- EMEA help desk services- Country desk-side support services- Technical (NT, UNX, SAP, DBA etc.) services- WAN and LAN network services

Steve took on the UK DPE role in June 2002 and the EMEA role in May 2003. Steve was responsible for successfully delivering managed services and projects with 224 FTEs across 10 countries before the client implemented its divestiture plans, causing IBM to then exit services and transition to new owners. Steve started the exit and reverse tupe planning but was then re-prioritised onto Diageo as a new client in need of experienced leadership.Steve’s scope of responsibilities included:- TUPE Transfer of UK staff- Customer and supplier relationship management- Service Management- EMEA helpdesk (from UK)- Desk-side support- Server Support- WAN / LAN network services- Application Maintenance and Support.- Managed Service Exit Management & Reverse TUPE planning

Steve was responsible for managing the Service Management Technical Team Leaders designing the Service Management solutions for all IBM Global Services Strategic Outsourcing Service Delivery (IGS SO SD) new business (e-business hosting and traditional outsourcing) from the UK and across the EMEA North Region. In this role Steve and his team provided direct support to over 60 bids.Steve also took temporary responsibility for the Service Management Transition Project Managers for several months due to a colleagues absence.Steve was also the Service Management competency lead for a number of IBM standard offerings initiatives in North Region SO SD and was also part of a Global IBM team responsible for designing and implementing a new Bid solution tool

Steve had 2 responsibilities with this role:Firstly to support all new business bids and growth to business directions of IBM and its customers by ensuring the solutions were technically viable and ultimately deliverable by IBM. This was done by assuring and validating the end-to-end solutions for each deal and developing associated risks as part of the World Wide Quality Assurance (WWQA) process.Secondly, Steve formed part of a team responsible for assessing and recovering troubled accounts within IGS SO SD. This was across numerous business sectors and this role required strong Service Delivery, Commercial, Contractual, Analytical, Diplomatic and Communications skills at all levels, usually in a hostile blame-culture environment. The remit here was:- To rapidly identify the causes of failure whether Organisational, Commercial, Contractual, Customer or Delivery related- To identify key issues and risks and the circumstances around them- To build a robust recovery plan designed to restore the account to an acceptable level- To provide associated business plans, executive reports, presentations etc.- To take direct responsibility for recovering an account where the leadership was identified as part of the cause.

Thomson Holidays at the time was a market leader in package holidays and the group incorporated Portland Holidays, Crystal Ski Holidays, Lunn Poly Travel Agents and the Brittannia Airline, with staff at offices in most global tourist destinations. Thomson outsourced their UK IT infrastructure and business application support to IBM in July 1997.Managing a team of 70FTEs spread across customer and IBM locations, Steve was responsible for providing solutions, programs and managed services all central IT services to Thomson Group locations around the world, including: - Customer and supplier relationship management- Service Management- Helpdesk - Desk-side support- Mainframe and Server support- WAN / LAN network services- Application Maintenance and support.