Sean Sullivan Email & Phone Number

London, United Kingdom

Responsible for overseeing the Operational and Commercial aspects of Project and Programme delivery, the UK Digital Practice specialises in creative problem solving and digital transformation by combining the best from traditional management consulting with techniques from disruptive technology leaders.Our successful approach is building new technical and organisational capabilities for our clients that fully leverage leading digital models, technologies and innovations to help them solve 'intractable problems' (where no viable answer is available, prior attempts have failed or there is uncertainty with current plans and approaches) and enable a 'market disruptive' endeavour (ready to challenge existing business models, industry conventions and prevailing culture).

Chesterfield, London And Milton Keynes

Delivered three multi-million pound Programmes to the Royal Mail Group on behalf of CSC, which included the migration of a suite of 45 critical business applications and six databases that deliver the sophisticated planning, scheduling and maintenance capabilities for delivery and collection points used by Royal Mail Letters. This 18 month programme culminated with the migration completing over a single weekend with no technical issues and a seamless transition for its 8,000 business users. Joined the Network Rail Account in October 2015 to head the IT delivery portfolio at Milton Keynes. Transferred to London in June 2016 to recover and lead CSC's delivery of Network Rail's Civil Strategic Asset Management platform as part its £300m ORBIS (Offering Rail Better Information Service) Programme.

Numéro provides multi-channel customer contact management software to some of the largest names in the high street including Tesco, Thomas Cook and Argos. Invited to join the board of numéro as interim COO to improve the operational and delivery capacity of the business and identify opportunities for where its product could be improved for serving clients. Established and embedded an improved solution delivery process which transformed the delivery capability of numéro from a bespoke approach to a repeatable standardised approach. Managed the development and delivery of a front-end configuration solution to enhance numéro's product-set and deliver efficiency savings for numéro solution delivery staff. .

Delivered the IT separation (migration and replacement) of over 160 systems and services as part of YODEL’s acquisition of DHL Domestic. The Programme was completed within the contracted 12 month period, under budget and avoided a £6m late delivery penalty. Delivered YODEL’s integrated Service Centre systems from ‘requirements capture’ to ‘systems roll-out’ The mobile delivery solution was rolled out to over 32,000 van drivers and central systems to 69 Service Centres; enabling the closure of 51 depots.

With annual revenues in excess of £8bn and over 37,000 staff in 53 countries, BTGS provides high performance telecommunications and services in 73 countries, providing networks for over 25 per cent of the world's financial traders. Sean led the Global Services' performance improvement programme for removing the cost of failure and improving service provision to its customers. He deployed a regional-based operating model that covers over 20,000 staff working on a product portfolio that generates £2.6b of revenue. Achievements:Improved 08/09 performance in service on-time delivery by over 20% and in service on-time repair by 10% which translated to an audited improvement in customer experience of 15%.Process assessment and improvement model established and rolled out globally for simplifying and standardising Order Entry, which improved performance by 30% and enabled cost savings of 10%. 2009/10 performance baseline and target measures agreed with BT Group Board and BT Operating Committee for getting BTGS customer service to 96% right first time, every time.

With a combined contract value of over £5bn, BT's delivery contracts for the National Health Service (NHS), the Defence Fixed Telecommunications Service (DFTS) and the Department of Work and Pensions (DWP), were merged to create Global Services' Major Programmes Practice. Reporting to the President of MPP, and a member of the Executive Team, Sean was responsible for leading the change programme to create a single development and delivery capability for large and complex £multi-million programme contracts. Completed the change programme within the scheduled six month period without financial and reputational detriment to any of the major contracts. Delivered a single operating model for the Major Programmes capability that has since been adopted as the delivery model for all BT Global Service programmes and project management. Advised and contributed to BT's partnership with Cranfield University and launch of Cranfield's MSc in Programme Management.

BT is the biggest supplier of IT systems and services to the NHS, with contract values in excess of £3bn for the delivery of: The secure national database of key information about a patient's health and care (a.k.a. SPINE); IT systems in the London hospitals; and the new national broadband network connecting all NHS locations in England. Sean transformed the service management operations of the three separate Health contracts into a single Service Management capability. He was promoted to Health Service Director in July 2006. Reporting to the MD of BT Health, where he had responsibility for the management of over 600 staff, a budget of £700m and was accountable for the Service Operations for the Health contracts.

United Utilities is a FTSE 100 company with, at this time, a turnover in excess of £2.3 billion. The UK's first major multi-utility, it provided services in water, waste water, electricity distribution, telecommunications, IT & call centre services. Sean was a divisional board member of UU North West and an Executive Director of UU Electricity. Heading the shared services of Human Resources, Legal, Procurement, Communications and I.S. he had responsibility for over 400 staff and an operating budget of £60m. In July '04 he led UU North West's £100m technology and business change programme; delivering integrated customer contact and works management capability to mobile field units.

Reporting to the CEO of United Utilities Plc, Sean started the Group I.S. role as eBusiness Director, responsible for co-ordinating and managing group-wide eBusiness strategy. In July 2001, the role was augmented to include all aspects of Group-wide I.S., where he provided leadership on the management and implementation of I.S. strategy and the assurance of major programmes. Implemented best-practice IS/IT policy across United Utilities and identified efficiencies through cross-business synergy and delivered operational savings through supplier strategy. Established United Utilities as a first mover into Europe's first utility business-to-business (B2B) Portal. The portal consortium had 11 other major European utility companies with an estimated throughput of €6 billion. Implemented UU's electronic bill presentment and payment on-line solution. UU was the first utility to launch this service and the solution was short-listed for the UK Utility eCommerce award.

Responsible for the CRM Multi-channel strategy and market solutions.

Responsible for the co-ordination of NWW's strategy systems data resource.

Responsible for developing the global Strategic Information Architecture.

Responsible for the management of all non-mainframe systems.

Executive Management

Mba, Business Administration

Hnd (Distinction), Computer Studies